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1 – 10 of over 48000
Article
Publication date: 20 May 2022

Sheldon Carvalho, Fallan Kirby Carvalho and Charles Carvalho

Previous research has provided substantial attention to how individual-level challenging experiences lead to individual- and organization-related outcomes. This paper aims to…

Abstract

Purpose

Previous research has provided substantial attention to how individual-level challenging experiences lead to individual- and organization-related outcomes. This paper aims to expand existing challenging experiences theory and research by proposing a theoretical framework that addresses how challenging experiences differentiation relates to work unit effectiveness.

Design/methodology/approach

The authors integrate the literature on challenging experiences with that of work unit identification and citizenship behavior to shed light on the intervening mechanisms through which challenging experiences differentiation relates to work unit effectiveness.

Findings

The authors’ theoretical framework proposes that challenging experiences differentiation diminishes work unit effectiveness through the mediating roles of variation in work unit identification and variation in citizenship behavior among unit members.

Originality/value

By linking challenging experiences differentiation and work unit effectiveness, the authors’ framework highlights the importance of studying challenging experiences at the unit level of analysis.

Details

Industrial and Commercial Training, vol. 54 no. 3
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 25 February 2020

Magnus Larsson, Melissa Carsten and Morten Knudsen

Complex organizations increasingly rely on middle managers as strategic linking-pins between the top and bottom levels of the organization. Using social identity theory and…

Abstract

Purpose

Complex organizations increasingly rely on middle managers as strategic linking-pins between the top and bottom levels of the organization. Using social identity theory and commitment theory as the foundation, this study evaluates a management and leadership development program (MLDP) intended to engage middle managers as strategy creators and implementers. We also evaluate the cascading effects of leadership development by assessing changes in subordinates' identification with the leader, and commitment to the work unit and organization.

Design/methodology/approach

Using a sample of 107 manager participants and 913 of their subordinates, this study measures differences in both manager and subordinate identification and commitment prior to and after the completion of a 6 months strategically oriented MLDP.

Findings

Despite the organizations' best intentions, manager identification with and commitment to the organization decreased after completion of the MLDP. Similarly, subordinates identification with the leader and commitment to the organization also decreased at Time 2.

Research limitations/implications

The results paint a complex picture of the nuances of social identification as an outcome of MLDPs, and problematize the notion of cascading effects on subordinates within the organization. Researchers are encouraged to further examine organizational attitudes and perceptions as outcomes of MLDPs.

Practical implications

Suggestions are offered regarding how practitioners can manage strategically oriented MLDPs in order to avoid identity confusion and promote strategic action.

Originality/value

Strategically oriented MLDPs are increasingly popular in organizations. This study is one of the first to evaluate the theoretical mechanisms through which these programs may affect managers and problematize these effects for complex organizations.

Details

Journal of Management Development, vol. 39 no. 3
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 1 February 1995

Diane Irvine and G. Ross Baker

This paper outlines a theoretical framework for studying the integration of ethnically diverse workforces in public service organizations. Individual and work group…

1328

Abstract

This paper outlines a theoretical framework for studying the integration of ethnically diverse workforces in public service organizations. Individual and work group characteristics are viewed as determinants of social identity and organizational identification. Social Identity theory suggests that individuals develop self‐concept through identification with salient groups, including ethnic groups and organizational roles. The extent to which these identifications are competitive or synergistic may depend upon organizational and work group characteristics and on organizational policies concerning selection, performance appraisal, and rewards. Cross‐functional teamwork may provide an integrative mechanism which can promote intergroup relations and encourage greater organizational commitment among an ethnically diverse workforce. Cross‐functional teams can contribute to reduced intergroup conflict and promote the development of organizational identification. The benefits of cross‐functional teams will be particularly important in situations where the workforce is diverse, but work groups are ethnically homogeneous.

Details

International Journal of Conflict Management, vol. 6 no. 2
Type: Research Article
ISSN: 1044-4068

Article
Publication date: 6 July 2015

Aurelija Stelmokiene and Aukse Endriulaitiene

The purpose of this paper is to identify the model that explains transformational leadership in perceptions of subordinates from Lithuanian organizations and to find out the…

1915

Abstract

Purpose

The purpose of this paper is to identify the model that explains transformational leadership in perceptions of subordinates from Lithuanian organizations and to find out the interactive predictive value of perceivers’ personality traits and social identification.

Design/methodology/approach

The self-administered questionnaires that consisted of global transformational leadership scale, social identification questionnaire and NEO-FFI from 505 employees provided data for this study. Cross-sectional methodology, group comparison, correlational and linear regression analyses, structural equation modeling were used to answer the main research questions.

Findings

Results of this study suggest that integrative model in which social identification and neuroticism are predictors of perceived transformational leadership and extraversion and agreeableness have links with social identification explains how subordinates perceive transformational leadership. More extraverted and agreeable subordinates tend to report higher levels of social identification with work-unit that together with less emotional stability are related to seeing leader as more transformational.

Research limitations/implications

Self-report data may bias the results due to social desirability. Future research should include group’s and individual’s prototypes as important variables in the model that explains perceived transformational leadership.

Practical implications

Data of the study revealed that social characteristics of subordinates are important factors in a process of meaning making about a leader. Moreover, human resource managers should be aware that different team building interventions are recommended to employees with different personality profiles.

Originality/value

This study is based on a leading transformational leadership theory from under-estimated follower-centric perspective. In addition, it specifically examines interactive predictive value of individual and social subordinates’ characteristics to perceived transformational leadership.

Details

Baltic Journal of Management, vol. 10 no. 3
Type: Research Article
ISSN: 1746-5265

Keywords

Article
Publication date: 8 January 2018

Ipek Kalemci Tüzün, Fatih Çetin and H. Nejat Basim

The purpose of this paper is to increase understanding of the link between various identification foci and performance, and to test whether one’s psychological capital (PsyCap…

1904

Abstract

Purpose

The purpose of this paper is to increase understanding of the link between various identification foci and performance, and to test whether one’s psychological capital (PsyCap) can explain the influence of collective or relational identification on job performance.

Design/methodology/approach

The study sample comprised 235 academicians working in a foundation university from Turkey. The questionnaires were practiced in two different time intervals with using an identifier coding system for avoiding common method bias issues. The authors used structural equation modeling with using AMOS v23.0.

Findings

The results showed that PsyCap has positive effects on the job performance and work group identification flourishes employees PsyCap level; there is no evidence of any mediating effect of PsyCap on the relationships between various organizational identification foci and job performance.

Originality/value

This study extends previous research by providing evidence of that rather than the other identification target (organization, work unit, and career) identification with supervisor influenced on job performance.

Details

International Journal of Productivity and Performance Management, vol. 67 no. 1
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 14 July 2020

Timothy Bartram, Brian Cooper, Fang Lee Cooke and Jue Wang

Despite the utility of social identity and social climate theories in explaining individual and group behaviour within organizations, little research has been conducted on how…

1101

Abstract

Purpose

Despite the utility of social identity and social climate theories in explaining individual and group behaviour within organizations, little research has been conducted on how these approaches interconnect to explain the way high-performance work systems (HPWSs) may increase job performance. This study extends one’s understanding of the human resource management (HRM)–performance relationship by examining the interconnections between these disparate social approaches within the Chinese banking context.

Design/methodology/approach

Drawing on a sample of 561 employees working across 62 bank branches in China, the authors test four hypotheses: (1) HPWS is positively related to social climate; (2) social climate mediates the relationship between HPWS and social identification; (3) psychological empowerment mediates the relationship between social identification and job performance; and (4) social climate, social identification and psychological empowerment sequentially mediate the relationship between HPWS and job performance. Data were collected over two waves and job (in-role) performance was rated by managers.

Findings

The authors confirm the four hypotheses. Social climate, social identification and psychological empowerment sequentially mediate the relationship between HPWS and job performance.

Research limitations/implications

This study contains some limitations. First, the authors’ research sites were focussed on one main region in state-owned banks in China. Second, this study examined only one industry with a relatively homogeneous workforce (i.e. relatively young and highly educated employees).

Practical implications

HPWS may translate into individual performance through a supportive social climate in which staff identify themselves with their work team. This suggests that organizations should pay close attention to understanding how their HPWS system can foster a strong social climate to enhance employee identification at the work group level. Second, as the nature of work is becoming increasingly more complex and interdependent, enabling not just individuals but also work groups to function effectively, it is critical for departments and work groups to promote a collective understanding of HRM messages with shared values and goals.

Originality/value

This research contributes towards a more comprehensive understanding of the HRM–performance chain as a complex social process underpinned by social identity theory. The authors demonstrate that social identification and social climate both play an important role in explaining how HPWS positively affects psychological empowerment and subsequent job performance.

Details

Personnel Review, vol. 50 no. 1
Type: Research Article
ISSN: 0048-3486

Keywords

Book part
Publication date: 21 March 2003

Batia M Wiesenfeld and Patricia F Hewlin

Managers’ boundary spanning role is critical to the effectiveness of groups, teams and organizations. We explore the identity predicament of boundary spanning managers, who must…

Abstract

Managers’ boundary spanning role is critical to the effectiveness of groups, teams and organizations. We explore the identity predicament of boundary spanning managers, who must create synergies across multiple identities. In the context of identity threat, formerly synergistic identities may be brought into conflict – a phenomenon we label identity splintering. Our theory and empirical results suggest that identity splintering creates a discrepancy between the identities that boundary spanning managers claim and those they enact.

Details

Identity Issues in Groups
Type: Book
ISBN: 978-1-84950-168-2

Article
Publication date: 8 July 2014

Amer Ali Al-Atwi and Ali Bakir

The purpose of this paper is to investigate the relationships among perceived external prestige (PEP), perceived internal respect (PIR), organizational and work-group…

1603

Abstract

Purpose

The purpose of this paper is to investigate the relationships among perceived external prestige (PEP), perceived internal respect (PIR), organizational and work-group identification (OID and WID), and counterproductive work behavior (CWB).

Design/methodology/approach

Data were gathered from a cement firm's employees, using longitudinal research. Descriptive statistics, confirmatory factor analysis and structural equation modeling were employed.

Findings

PEP and top management respect were positively related to organizational identification (OID), and the latter negatively related to organizational deviance; perceived co-workers and supervisor respect was positively related to WID, and the latter negatively related to interpersonal deviance; and identification foci mediated the relationship between status judgments and CWB.

Research limitations/implications

The sample was based on one organization, limiting the results’ generalizability, and interactive relationships between WID and OID were not considered. The findings’ implications suggest that organizations need specific strategies for reducing deviant organizational behavior and deviant interpersonal behavior, and for fostering identification of their members.

Originality/value

The study shows that employees’ evaluations of prestige and respect are important predictors of their identification with their organization and work group. It is the first study to investigate the relationship between social identification foci and deviant work behaviors as a negative outcome of identification. It developed a new scale to assess employees’ perception of internal respect; it supports operationalizing PIR as a multifoci construct. It has also answered the call for longitudinal research as opposed to cross-sectional research.

Details

Journal of Managerial Psychology, vol. 29 no. 5
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 19 November 2020

Chongrui Liu, Cong Wang and Hongjie Wang

Although a plethora of literature has developed person–job fit theory, how leaders' emotions affect followers' person–job fit has received insufficient attention. Drawing on…

Abstract

Purpose

Although a plethora of literature has developed person–job fit theory, how leaders' emotions affect followers' person–job fit has received insufficient attention. Drawing on emotions as social information (EASI) theory, the present research study investigated the impact of leaders' positive emotions on person–job fit and further explained the mediating role of psychological safety and the moderating effect of organizational identification.

Design/methodology/approach

Data were collected from 319 Chinese employees nested in 67 teams, and a cross-level design was adopted to examine the research hypotheses.

Findings

The results indicated that individual-level psychological safety played a mediating role in the cross-level relationship between team-directed leaders' positive emotions and individual-level person–job fit. Moreover, the authors found a cross-level moderating effect of team-level organizational identification.

Practical implications

This present research empirically showed that leaders displaying positive emotions in the workplace benefited followers' perceptions of psychological safety, which in turn improved followers' attitudes towards their job in management practice. In addition, organizational identification could positively advance this process.

Originality/value

This study is the first to evaluate the operational mechanism of leaders' emotion on followers' perceived person–job fit in the Chinese context. Person–job fit has primarily been investigated as a driver of employee outcomes in the previous research studies. These studies focussed on whether and how leaders' emotions improve followers' person–job fit.

Details

Leadership & Organization Development Journal, vol. 42 no. 2
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 2 March 2015

Sumita Rai

The purpose of this paper is to test the impact of organizational justice on employees’ mental health. This paper is also an attempt to understand the moderating role of…

1842

Abstract

Purpose

The purpose of this paper is to test the impact of organizational justice on employees’ mental health. This paper is also an attempt to understand the moderating role of organizational identification on organizational justice and employee mental health.

Design/methodology/approach

Standard questionnaires were used to collect data. A survey study was conducted in two multinational companies located in northern and southern part of India. The sample size of the study was 321.

Findings

The result of hierarchical regression highlights that distributive and interactional justice were significantly correlated with employee mental health with positive interaction effect in the case of strong identification. Moderating effect of organizational identification on mental health and organizational justice was also found significant.

Research limitations/implications

The theoretical development from this paper will contribute to organizational justice research presenting its impact on employee mental health. The moderating effect of organizational identification will bring a new dimension to understand the relationship of organizational justice and mental health.

Practical implications

This study will provide insight to practicing manager to reinforce organizational justice practices at workplace. This will also help manager and leader to understand the identification level of employee with organization, and its impact on mental health.

Originality/value

This paper explores all the three forms of organizational justice as antecedents. It also studied employee mental health as consequence and the role of organizational identification as moderator on justice and mental health.

Details

South Asian Journal of Global Business Research, vol. 4 no. 1
Type: Research Article
ISSN: 2045-4457

Keywords

1 – 10 of over 48000