A Study of Organizational Identification and Its Relationship with Turnover Intention Among Operational Level Employees at Resort X (original) (raw)
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The article examines the role of organizational identification and job satisfaction in relation to turnover intentions in seven organizations. Two models are proposed in which either job satisfaction or organizational identification was treated as a mediator of the other's relationship with turnover intention. The organizations varied in terms of culture (Japan vs. UK), and institutional domain (academic, business, health, mail, legal). Within each organization, and meta-analytically combined across the seven samples (N ¼ 1392), organizational identification mediated the relationship between job satisfaction and turnover intention more than job satisfaction mediated the relationship between organizational identification, and turnover intention. Organizational identification also had the larger overall relationship with turnover intention. This pattern remained true when gender, age, type of organization, culture, and length of tenure were accounted for, although the direct relationship between job satisfaction and turnover intention was stronger in private than public organizations and when the ratio of men was higher. The findings are consistent with a social identity theory (SIT) perspective and with the idea that identification is a more proximal predictor of turnover intention. Over and above job satisfaction, organizational identification offers a strong psychological anchor that discourages turnover intention in a range of organizational contexts.
British Journal of Management, 2004
The social identity approach is a powerful theoretical framework for the understanding of individuals' behaviour. The main argument is that individuals think and act on behalf of the group they belong to because this group membership adds to their social identity, which partly determines one's self-esteem. In the organizational world, social identity and self-categorization theories state that a strong organizational identification is associated with low turnover intentions. Because identification is the more general perception of shared fate between employee and organization, we propose that the relationship between identification and turnover will be mediated by job satisfaction as the more specific evaluation of one's task and working conditions. In four samples we found organizational identification feeding into job satisfaction, which in turn predicts turnover intentions.
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The aim of this study is to explore the effect of trust perceptions of hotel employees in their managers on their organizational identification behavior and intention to quit. Initially, a literature review was performed and then a questionnaire was used to gather data. To analyze the data, T-test and variance analysis were carried out and Tukey and Tamhane tests were used as well. Lastly, structural equation modeling (SEM) was done to identify the degree and direction of the relationships. As a result of the T-test analyses, significant differences were found in 95% confidence level between the age groups and organizational identification (p=0,001) and intention to quit (p=0,000). Besides, it was identified that organizational identification behavior has an adverse effect on intention to quit (γ=-0,008). It was concluded that the higher the perception of trust in the manager, the higher the organizational identification behavior and the lower the intention to quit.
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Organizational identification has been identified as an important construct in behavioral research. It has been viewed from different perspectives such as marketing, organizational behavior, human resource management, and psychology. This study is conducted in organizational behavior context among the employees of tourism industry in Sikkim and gave some important contribution which can be useful to researchers and practitioners. With the application of social identity theory, the study investigated the antecedent and consequences of organizational identification. To test the research model, self-reports of 246 respondents are used and for analyzing data explorative factor analysis, confirmatory factor analysis and structural equation modeling were applied. Findings of the study suggested that perceived organizational support emerged as an antecedent of organizational identification, whereas job satisfaction and knowledge sharing behavior emerged as consequences of organizational identification.
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