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Organsiation behavior

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So, it can be said that organizational identification is the degree to which employees associate themselves with the employing organization, as well as what common attributes the organization and the individual have. Belonging to a certain group, such as family, race, sex, company or society, for instance, forms social identity of an individual – that is person’s knowledge and feeling of belonging to some social group (Tajfel 1972, 31). On the other hand, individuals are the ones who help such groups to survive. The positive effect of person’s feeling as a part of some group is in-group favouritism (Bartels 2006, 1).

Such favouritism leads to individual’s being cooperative towards other members of the group, singling that group out, and showing corporate citizenship behaviour in an organization. So, in relation to corporate environment, such in-group favouritism is called organizational identification. Mael and Ashforth (1992, 104) define organizational identification as person’s “perception of oneness with or belongingness to an organization, where the individual defines him or herself in terms of the organization(s) of which he or she is a member” (Mael and Ashforth 1992, 104). The resent studies prove that strong and positive organizational identification has a very positive impact on organizational behaviour and performance.

In particular, employees with positive organizational identification show better performance, lower absenteeism, and higher levels of job satisfaction (Riketta and van Dick 2005, 490). For that reason it might be suggested that companies devote more attention to the level and state of their employees’ organizational identification. This will improve individual performance of the people, as well as the performance of the whole organization. A research conducted by Efraty and Wolfe in 1988 tends to prove that organizational identification is positively related to employees’ job performance in terms of performance effectiveness, task involvement and investment of effort (Efraty and Wolfe 1988, 105).

Furthermore, the results of their survey study showed that people with stronger organizational identification are more satisfied with their particular work, management, wages, promotions and working environment, and are less alienated. Consequently, since people are

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