Business Management Organizational identification (OI) within the business model provides a structure that represents a framework of task allocation, coordination and supervision, which are directed towards the achievement of organizational aims. This model provides the context to address OI within this business dynamic, allowing researchers to address the larger OI phenomenon within more narrowly-defined areas of an organizational edifice such as individual, team, and network. This small facet of the overarching “organizational” context is more focused on collective and relational antecedents that lead to the end state of identification within a business or organization. These are built based on a number of different micro level explanations, with the aggregate result providing a more appropriate representation of the larger OI. Definitions “Both identity and identification have their root concepts in organizational studies, in that every entity needs to have a sense of who or what it is, who or what other entities are, and how the entities are associated.” (Albert, Ashforth, and Dutton 2000: 13) While some researchers have limited organizational identity as simply a view of self-definition in terms of organizational membership, others have taken a more multi-dimensional approach including analyzing cognitive, evaluative, and emotional attachments. The most evident connection within literature is associated the concept of organizational commitment. “Meyer and Allen (1997) define organizational commitment as an attitude or an orientation that "links the identity of the person to the organization", a process whereby the goals of the organization and those of the individual become congruent,” (Meyer & Allen, 1997). According... ... middle of paper ... ...pport organizational goals, reduced turnover intentions, and increased in-role and extra-role behaviors (Dukerich et al., 2002; Riketta, 2005). “An eight-item scale was found to be a reliable measure to assess organizational identification of employees in organizations. In confirmatory factor analyses, organizational commitment and identification were proven to be correlated but empirically distinctive. According to the theoretical arguments, the empirical distinctiveness refers to the fact that organizational identification is a merge of personal-self with organizational-self whereas commitment is more an attitude that ties employees to their organization. Affective commitment and organizational identification are related substantially in the present study as well as in the previous work of Mael and Tetrick (1992) or Van Knippenberg & Sleebos,” (unpubl. data, 2001).
... Factors affecting employees’ organizational commitment–a study of banking staff in Ho Chi Minh city, Vietnam. Journal of Advanced Management Science 2(1), 7-11
Bolman, L. G., & Deal, T. E. (2013). Reframing Organizations (5th ed.). San Francisco, CA: Jossey-Bass.
Identity is a group of characteristics, data or information that belongs exactly to one person or a group of people and that make it possible to establish differences between them. The consciousness that people have about themselves is part of their identity as well as what makes them unique. According to psychologists, identity is a consistent definition of one’s self as a unique individual, in terms of role, attitudes, beliefs and aspirations. Identity tries to define who people are, what they are, where they go or what they want to be or to do. Identity could depend on self-knowledge, self-esteem, or the ability of individuals to achieve their goals. Through self-analysis people can define who they are and who the people around them are. The most interesting point about identity is that some people know what they want and who they are, while it takes forever for others to figure out the factors mentioned before. Many of the individuals analyzed in this essay are confused about the different possible roles or positions they can adopt, and that’s exactly the reason they look for some professional help.
... Vandenberghe, C. (2004). Employee commitment and motivation: A conceptual analysis and integrative model. Journal of Applied Psychology, 89(6), 991-1007. doi:10.1037/0021-9010.89.6.991
Pratt, M. (1997). To be Or Not to Be?: Central Questions in Organizational Identification. Sage Publications.
Allen,N.J. and Meyer, J.P. (1990) `The measurement and antecedents of affective, continuance and normative commitment to the organization' Journal of occupational Psychology in L. Fulop and S. Linstead, Management: A Critical Text, Macmillan, South Yarra, 1999, pp 259
Social identity is a person’s self-concept of who they are, which is based on perceived membership in a relevant social group (Turner & Oakes, 1986). The central hypothesis of social identity theory is that the in-group will discriminate against the out-group to enhance their self-image. Like Hofstede’s six dimensions, social identity theory also has been linked to many work-relevant constructs, such as power distance index applied in the workplace. Under the work-related context, power distance is conducted with reluctant to disagree with the boss and to be dependent or interdependent with the boss. Meanwhile, managers are considered as expected and preferred decision makers. For the dimension of uncertainty avoidance, people in workplace prefer predictable situations and dislike deviations from a normal circumstance in the case of mistakes. Employees value stable employment, strict disciplines, and moderate conflicts. Most of Hofstede’s dimensions are under comparable conditions, which could represent in-group versus out-group. For individualism versus collectivism dimension, employees in the company should define themselves more by their in-group membership in the workplace. Moreover, behaviors of employees are regulated by in-group norms. They consider their in-group memberships are stable compared to out-groups with a high
The Self-Classification Theory which follows the theory of Social Identity suggests that individuals classify themselves at different levels. Individuals classify themselves at the group level as a group member different from other group members at the personal level. When this is associated with organizational identification, individuals define themselves at their personal level with their careers, or at the group level, or entirely, with their different subgroups (Tajfel and Turner, 1979). Organizational identification is, unlike social identification, the perception of a person's organizational affiliation. Employees, who are strongly identified with the organization they work with, share the success and failure of the organization (Mael and Ashforth, 1992), becoming "psychologically connected" with the organization by making their self-identification as an organization member. In Ashforth and Mael (1989) studied, the theory of social identity is compared with the theoretical organizational literature indicating the following findings concerning organizational identification;
In literature, the concepts of organizational culture, identity and image have raised many discussions and some authors have particularly got involved on the subject. The principal ones were Albert & Whetten, Dutton & Dukerich , Fiol (Professor of Management), Hatch (Professor of Commerce) and Schultz (Professor at the intercultural communication and management department). Culture and image seem to be the ingredients of the organizational identity dynamics. The thing is that identity, culture and even image are interrelated, they are often used to define one and another proving that their implications are if not similar, absolutely complementary. In this part, there will be a focus on identity and culture as they are related to the case studied
Bolman, L. G., & Deal, T. E. (2008). Reframing organizations. San Francisco: John Wiley & Sons.
Jeffrey A. Miles, 2012. Management and Organization Theory. A Jossey Bass Reader. [pdf] Available through: Galway-Mayo Institute of Technology web site [Accessed 12 November 2013]
Organizations can be configured in many different ways. Their overall classifications can be summarized by characteristics of complexity within the system, the level of formalization, and the centralization of decision-making power. The structure of each organization is influenced by many factors. Such factors include; the goods and services provided, the overall individuality of the staff providing the service and producing the products. The overall beliefs and values of the individuals performing the services that are being delivered, the technology that is utilized to help deliver the services and aid in product production, as well as the needs, desires, and generalized characteristics of the consumer population that requires or demand the product or service. (Yoder-Wise, 2007, p. 145) The organization will have different operating priorities based on its ownership. The main goal behind most business is to make money. The private owned institution strives to make its shareholders money, while a non-profit institution reinvests all of its revenue back into the orga...
Robbins, S. P., & Judge, T. A. (2011). Organizational behavior (14 ed.). Upper Saddle River, NJ: Pearson.
Previous research has shown a strong relationship between various facets of job satisfaction and organizational commitment (Meyer et al., 2002). Azeem (2010) found that supervision satisfaction and pay satisfaction were significant predictors of organizational commitment through a sample of 128 employees from service industry. Tang and Chiu (2003) report that pay satisfaction was positively related to
...or growth, increased support, decision-making, promotion, and increased salaries (Oren, et. al, 2012). They conclude by