Linking employee perceptions and employee attitudes through their levels of organizational identification: a field investigation in India

Abstract

Purpose

Despite organizational socialization and support, contemporary managers often perceive employees to be less engaged and attached to their workplace, multiplying their workload with unsolicited vexations and worries. In this connection, the purpose of this paper is to explore and possibly confirm the ameliorative role of organizational identification as a mediator between employees' perceptions of organizational support and justice and their favorable association to their levels of engagement and attenuation of their intentions to quit.

Design/methodology/approach

Suitable theories such as the social exchange and fairness heuristics theories were examined to select and support the study constructs. Accordingly, the literature was reviewed to formulate the study hypotheses and connect them through a conceptual latent variable model (LVM). Data were collected from 402 full-time managerial executives all over India. The data thus collected were subjected to structural equation modeling (SEM) procedures.

Findings

All the measures used in this study had acceptable reliabilities as indicated by their Cronbach's Alpha values. Based on the SEM procedures all the study hypotheses and one of the competing LVMs labeled as LVM5 was finally accepted.

Originality/value

The distinctive feature of this study is the theoretical compilation of all the study constructs in one LVM and subsequent empirical verification of the same. This study is, perhaps, the first of its kind to examine the implications of such justice-based perceptions of social exchange relations between employees and their organizations in India more so, since it considers support and justice to complement each other as an interactive whole.

Citation

Biswas, S. (2022), "Linking employee perceptions and employee attitudes through their levels of organizational identification: a field investigation in India", International Journal of Organization Theory & Behavior, Vol. 25 No. 1/2, pp. 72-90. https://doi.org/10.1108/IJOTB-09-2020-0164