scholarly journals The Impact of Employee Communication and Perceived External Prestige On Organizational Identification

2001 ◽  
Vol 44 (5) ◽  
pp. 1051-1062 ◽  
Author(s):  
Ale Smidts ◽  
Ad Th. H. Pruyn ◽  
Cees B. M. Van Riel
Keyword(s):  
Organizational Identification ◽  
Employee Communication ◽  
Perceived External Prestige ◽  
The Impact

Testing a Moderated Mediation Model of Turnover Intentions With Chinese Employees

2020 ◽  
pp. 089484531990093
Author(s):  
Linna Zhu ◽  
Lisa Y. Flores ◽  
Qingxiong Weng ◽  
Junyi Li
Keyword(s):  
Organizational Identification ◽  
Turnover Intentions ◽  
Future Research ◽  
Mediation Model ◽  
Moderated Mediation Model ◽  
Perceived External Prestige ◽  
Job Opportunities ◽  
Career Growth ◽  
The Impact

This study explores the role of organizational career growth on employees’ organizational identification and turnover intentions in the contemporary career era. We compare the impact of organizational career growth and perceived external prestige of organization on employees’ organizational identification and turnover intentions and probe whether perceived alternative job opportunities moderate the relations between perceived external prestige–organizational identification and organizational career growth–organizational identification. Using a sample of 644 Chinese employees, findings indicated perceived external prestige and organizational career growth negatively influenced turnover intentions via organizational identification. Perceived alternative job opportunities buffered the relation between perceived external prestige and organizational identification but not the relation between organizational career growth and organizational identification. Finally, organizational career growth contributed more to organizational identification and turnover intentions than perceived external prestige. Our results suggest future research should consider the role of individual career states in improving employees’ organizational identification and retaining them within an organization.

scholarly journals CONCEPTUAL EXPLORATION ON INTERNAL COMMUNICATION AND ORGANIZATIONAL IDENTIFICATION AS DETERMINANTS OF EMPLOYEE PERFORMANCE

2019 ◽  
Vol 2 (9) ◽  
pp. 99-115
Author(s):  
Nuzatul Shima Sulaiman ◽  
Zulhamri Abdullah
Keyword(s):  
Organizational Effectiveness ◽  
Social Exchange ◽  
Organizational Identification ◽  
Employee Performance ◽  
Social Factor ◽  
Underlying Mechanism ◽  
Internal Communication ◽  
Future Research ◽  
Employee Communication ◽  
The Impact

: Recent studies indicate internal communication and organizational identification are the pressing needs of organizations to achieve employee performance and organizational effectiveness. Despite an extensive number of studies, the concepts of internal communication and organizational identification and their link to employee performance are still understudied particularly on the impact of organizational effectiveness. Understanding the mechanisms by which internal communication influences employee performance also remains scarce in the literature. Thus, this paper is prepared to ascertain the influence of two factors; internal communication as the communication factor and organizational identification as the social factor in terms of enhancing employee performance. A wide-ranging search of the three concepts is explored, examined their relationships and proposed with an underlying mechanism for the relationship. Adopting symmetrical internal communication, social identity and social exchange theories from the perspective of employee communication behavior, this paper reviews and analyses the effects of internal communication and organizational identification on employee performance by providing an integrative conceptual framework and suggesting an improved direction for future research. Theoretically, this paper provides a comprehensive insight into the existing literature that offers the basis for a rigorous assessment of internal communication and organizational identification influences on employee performance. Practically, the conceptual model may provide communication managers with the crucial guidelines for designing and implementing appropriate internal communication and identification programs for the success of employee performance and organizational sustainable development.

Racial dissimilarity and diversity climate effect organizational identification

2016 ◽  
Vol 35 (5/6) ◽  
pp. 314-327 ◽  
Author(s):  
Brooklyn Cole ◽  
Raymond J. Jones ◽  
Lisa M. Russell
Keyword(s):  
Organizational Identification ◽  
Turnover Intentions ◽  
Ordinary Least Squares ◽  
Important Variable ◽  
Hierarchical Regression ◽  
Diversity Climate ◽  
Climate Effect ◽  
Content Type ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper is to empirically examine the relationship between psychological diversity climate (PDC) and organizational identification (OID) when influenced by racial dissimilarity between the subordinate and supervisor. Design/methodology/approach Ordinary least squares hierarchical regression analysis was run for hypotheses testing. Findings Three of the four hypothesized relationships were supported. Support was found for the direct relationship between PDC and OID. The moderator race was significant thus also supported. The moderator of dissimilarity was not supported. Finally the three-way interaction with race and dissimilarity was supported. Practical implications OID is an important variable for overall organizational success. OID influences a wealth of organizationally relevant outcomes including turnover intentions. Considering higher turnover exists for minority employees, understanding how diversity climate perceptions vary by employee race and therefore impact OID differently, helps managers when making decisions about various initiatives. Originality/value This study is the first the authors know of to investigate the impact of dissimilarity on the PDC-OID relationship.

The Mediating Role of Organizational Identification in the Relation between Organizational Social Capital, Perceived Organizational Prestige, Perceived Employability and Career Satisfaction

2021 ◽  
Vol 24 ◽  
Author(s):  
Karina Peña-González ◽  
Gabriela Nazar ◽  
Carlos-María Alcover
Keyword(s):  
Social Capital ◽  
Career Development ◽  
Organizational Identification ◽  
Career Satisfaction ◽  
Mediation Effect ◽  
Organizational Social Capital ◽  
Mediating Role ◽  
Perceived Employability ◽  
The Impact

Abstract In career development, a variety of personal, organizational and labor market variables challenge employees and organizations, in particular those in dynamic working environments, such as higher education (HE) institutions. This study examines the association between work history, organizational social capital (OSC) and perceived organizational prestige (POP) as antecedent variables, and perceived employability (PE) and career satisfaction (CS) as outcome variables, as well as the mediating role of organizational identification (OI) in these relations. A sample of 283 workers in Chilean HE institutions filled out an on-line questionnaire, and hypotheses were tested using a mediation model. Results indicated a significant mediation effect of OI, abt = 0.363, 95% CI [0.181, 0.576] abt/c = 31.98%, to explain the relationship between internal perceived employability (IPE) and its predictor variables POP, abpo = 0.102, 95% CI [0.056, 0.160], abpo/c = 9.01%, and OSC, abcsoc = 0.101, 95% CI [0.053, 0.183, abcsoc/c = 8.89%. Promoting a positive image of the organization and its social capital, strengthened by OI, emerge as strategies for HR management oriented toward workers’ career development, with consequent implications for commitment, intention to leave and ultimately for organizational results. The study provides a deeper understanding of the complexity of careers and explains the importance of identification with the organization when the impact of organizational attributes on one’s career is analyzed.

Communicatieklimaat, externe waardering en organisatie-identificatie op verschillende organisatieniveaus / Communication climate and perceived external prestige as determinants of organizational identification at different organizational levels

2007 ◽  
Vol 35 (3) ◽  
Author(s):  
Jos Bartels ◽  
Menno de Jong ◽  
Ad Pruyn ◽  
Inge Joustra
Keyword(s):  
Organizational Identification ◽  
Communication Climate ◽  
Perceived External Prestige ◽  
Organizational Levels

Abstract Abstract Eerder onderzoek heeft uitgewezen dat gepercipieerde externe waardering en communicatieklimaat van invloed zijn op de organisatie-identificatie van werknemers. In dit artikel staat de vraag centraal in hoeverre beide factoren van invloed zijn op de identificatie van werknemers met diverse niveaus binnen hun organisatie.

scholarly journals Antecedents of organizational identification: implications for employee performance

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Syeda Wajiha Kazmi ◽  
Syeda Tuba Javaid
Keyword(s):  
Employee Engagement ◽  
Organizational Identification ◽  
Employee Performance ◽  
Quality Of Education ◽  
Content Type ◽  
Perceived Supervisor Support ◽  
The University ◽  
The Impact ◽  
The Relationship

Purpose This study aims to investigate the impact of three determinants of organizational identification (OID) on employee performance (EP) in the context of private business institutions. Design/methodology/approach A sample of 175 permanent faculty members from four top universities in Karachi, Pakistan, was interviewed using a five-point Likert scale questionnaire. The data were inserted in SPSS 22 and SmartPLS v 3.2 for performing the analysis. Findings Results of the study showed a significant effect in perceived supervisor support on OID; OID; job satisfaction and EP; and mediating relationship. Conversely, an insignificant effect was observed in workplace incivility. Research limitations/implications It is highly recommended that organizations work on the areas that lead to enhancing their employees’ performance. Also, human resource should create a healthy culture that promotes initiatives, open-door policies and discourages power distance. Lastly, one of the key responsibilities of management is to strengthen their OID because employees are more likely to identify with their supervisors if they invest in the organizations they work for. Practical implications This study will help strengthen the relationship between supervisors and university employees. It will guide the supervisors to acknowledge and appreciate the efforts of their subordinates and develop recreational policies and employee engagement activities. In addition, it will help develop a conducive environment and enhance the quality of education in the university and the society. Originality/value Understanding the determinants of OID on EP in the educational context is very important as it enhances the quality of EP and the overall quality of education of the institution.

Fulfill psychological contract promises to manage in-demand employees

2015 ◽  
Vol 44 (5) ◽  
pp. 689-701 ◽  
Author(s):  
John Rodwell ◽  
Julia Ellershaw ◽  
Rebecca Flower
Keyword(s):  
Job Satisfaction ◽  
Psychological Distress ◽  
Psychological Contract ◽  
Organizational Identification ◽  
Equation Modeling ◽  
Employee Outcomes ◽  
Content Type ◽  
Psychological Contract Fulfillment ◽  
The Impact ◽  
Three Components

Purpose – The purpose of this paper is to explore the impact of three components of the psychological contract (i.e. obligations, fulfillment and breach) and the individual characteristic negative affectivity (NA) onto three key outcomes, namely, job satisfaction, organizational identification and psychological distress. Design/methodology/approach – Questionnaires were completed by 222 Australian nurses and midwives from a medium-sized metropolitan Australian hospital. The response rate for the study was 39 percent. Findings – Structural equation modeling revealed that perceptions of psychological contract fulfillment were positively linked to organizational identification and job satisfaction, while psychological contract breach was negatively linked to these outcomes. NA was negatively linked to job satisfaction and positively linked to psychological distress. Psychological contract obligations were not associated with any of the employee outcomes. Research limitations/implications – Psychological contract fulfillment is an important driver of employee satisfaction and organizational identification and the findings highlight the importance of including NA in psychological contract research. The occupation and context, being in-demand employees, appeared to neutralize the impact of one dimension of the psychological contract, employer promises and obligations. Practical implications – Explicitly managing employees’ psychological contracts by focussing on fulfilling realistic promises will enable managers to improve employee outcomes and facilitate employees embracing their organization. Originality/value – This study is one of the first to explore all three components of the psychological contract. These results may assist in the development of strategies to retain in-demand employees such as nurses, particularly highlighting the need to make and fulfill realistic promises.

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