Chun Guo, Jane K. Miller, Melissa S. Woodard, Daniel J. Miller, Kirk D. Silvernail, Mehmet Devrim Aydin, Ana Heloisa da Costa Lemos, Vilmante Kumpikaite-Valiuniene, Sudhir Nair, Paul F. Donnelly, Robert D. Marx and Linda M. Peters
The purpose of this paper is to test a mediated model of the relationship between self-concept orientation (individualist and collectivist) and organizational identification…
Abstract
Purpose
The purpose of this paper is to test a mediated model of the relationship between self-concept orientation (individualist and collectivist) and organizational identification (OrgID, Cooper and Thatcher, 2010), with proposed mediators including the need for organizational identification (nOID, Glynn, 1998) as well as self-presentation concerns of social adjustment (SA) and value expression (VE, Highhouse et al., 2007).
Design/methodology/approach
Data were collected from 509 participants in seven countries. Direct and mediation effects were tested using structural equation modeling (AMOS 25.0).
Findings
Individualist self-concept orientation was positively related to VE and collectivist self-concept orientation was positively related to nOID, VE and SA. VE mediated the relationship between both self-concept orientations and OrgID. In addition, nOID mediated the relationship for collectivist self-concept orientation.
Practical implications
This study identifies underlying psychological needs as mediators of the relationship of self-concept orientation to OrgID. Understanding these linkages enables employers to develop practices that resonate with the self-concept orientations and associated psychological needs of their employees, thereby enhancing OrgID.
Originality/value
This study provides a significant contribution to the OrgID literature by proposing and testing for relationships between self-concept orientations and OrgID as mediated by underlying psychological needs. The results provide support for the mediated model as well as many of Cooper and Thatcher’s (2010) theoretical propositions, with notable exceptions.
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Pamala J. Dillon and Kirk D. Silvernail
While corporate social responsibility (CSR) has been gaining support for the role it plays in employee outcomes, such as organizational identification (OID), the view of CSR from…
Abstract
While corporate social responsibility (CSR) has been gaining support for the role it plays in employee outcomes, such as organizational identification (OID), the view of CSR from a social identity perspective is underdeveloped. This conceptual chapter explores the role of social identity processes grounded in organizational justice to develop a model of CSR attributions and the moderating role these attributions play in organizational member outcomes. CSR is understood as the relational processes happening with stakeholders, and these relationships engage specific organizational identity orientations. The social identity process flows from there, resulting in CSR attributions including strategic, relational, and virtuous. Using social identity, organizational identity, and organizational justice, this chapter makes two specific contributions: a CSR attribution typology grounded in organizational justice and the moderating impact of these attributions between activated justice dimensions and resulting organizational member outcomes.
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Melissa S. Woodard, Jane K. Miller, Daniel J. Miller, Kirk D. Silvernail, Chun Guo, Sudhir Nair, Mehmet Devrim Aydin, Ana Heloisa da Costa Lemos, Paul F. Donnelly, Vilmante Kumpikaite-Valiuniene, Robert Marx and Linda M. Peters
– The purpose of this paper is to examine the relationship between individual- and country-level values and preferences for job/organizational attributes.
Abstract
Purpose
The purpose of this paper is to examine the relationship between individual- and country-level values and preferences for job/organizational attributes.
Design/methodology/approach
Survey data were collected from 475 full-time employees (average of nine years work experience, and three years in a managerial position) enrolled in part-time MBA programs in seven countries.
Findings
Preference for a harmonious workplace is positively related to horizontal collectivism, whereas preference for remuneration/advancement is positively related to vertical individualism. The authors also find a positive relationship between preference for meaningful work and horizontal individualism, and between preference for employer prestige and social adjustment (SA) needs.
Research limitations/implications
Although the sample comprised experienced, full-time professionals, using graduate business students may limit generalizability. Overall, the results provide initial support for the utility of incorporating the multi-dimensional individualism and collectivism measure, as well as SA needs, when assessing the relationships between values and employee preferences.
Practical implications
For practitioners, the primary conclusion is that making assumptions about preferences based on nationality is risky. Findings may also prove useful for enhancing person-organization fit and the ability to attract and retain qualified workers.
Originality/value
This study extends research on workers’ preferences by incorporating a new set of values and sampling experienced workers in a range of cultural contexts.