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Organisational identification

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The principal is one that can be taken from many different points of view it has a different weight of importance to managers, owners, and employees respectively. As well, organisational identification has “multiple foci (one’s own career, organization, occupation) and different dimensions (cognitive, affective, evaluative, and behavioral)” (White 2005, 41). There are many factors that effect, influence, and may even serve to predict the level of organisational identification that an employee may have. One such variable is culture. A study of factors that affect organisational identification reported that there were three cultural value that served to predict levels of organisational identification; “(a) long-term orientation, (b) collective, and (c) uncertainty” (Carson 2009, 29).

CEOs, owners, and managers are often interested in the concept of organisational identification because it can have but positive and negative effects on their company. Higher levels of organisational identification has been shown to lead to greater job involvement; boosting a company’s effectiveness (Yu 2009, 17). In fact, these higher levels have a positive impact on “cooperation, effort, participation, and organisationally beneficial decision making, intrinsic motivation, task performance, and information sharing and coordinated action” (Ashfoth et al 2008, 325).

It has been observed that because of a lack in organisational identification, employees tend to be more concerned with their own best interests instead of the interests of the organisation (Polzer 2004, 71). This is particularly serious for companies in the service industry. The level of customer focus of an employee depends heavily on the level of their organisational identification (Wieseke 2007, 1). Yet there are things that a company can do to promote greater levels of organisational identification in their employees.

For example managers have the ability to promote it by only hiring the candidates that share the company’s values (Carson 2009, 29) and they can serve as role models, setting the example for their crew (Wieseke 2007, 1). A high level of organisational identification also benefits the employees as it can lead to greater job satisfaction (Colman et al 2011, 1). One of the things that can have the greatest negative impact on organisational identification is a merger. This is because changes to an organisation are one of

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