The paper "Organisational Identity Strength " is an outstanding example of management coursework. Various studies have demonstrated that there is an existence of minimal consensus as far the definition and meaning of the term organizational identification. There is a general absence of finality on a universal agreement to the distinctiveness of the term which proves to be an impediment and creates obscurity among the finding of different researchers. Organisational identity strength is perceived to be an independent construct from organisational identity. Cole and Heike (2006. p. 587) point out theoretically, organisational commitment and organisational identification are totally different concepts and various researches have tried to clearly distinguish the differences between the two terms.
Employees who hold organizational identification that is strong are more concerned with the organization’ s well being. When the individuals identify strongly with their work organization, the organization’ s survival is tied to the survival of the individuals. This relationship makes the individuals direct efforts on their colleagues’ behalf and the entire organization. This is essentially what organizational identification entails and it has a greater impact on the organization performance and employee satisfaction.
Organisational identity strength revolves around the extent at which members of the organisation view the identity as being unique or special. Chughtai and Buckley (2010 p. 243) argue that organisational identification is able to result into benefits that are widespread for both the organisation and the individual, relatively there have been few investigations carried out to establish the impact of this construct (p. 243). Those members of the organization who care about the wellbeing of the organization possess a high level of organizational identification. The theory of social identity stipulates the premise that organizational identification has the high possibility of occasioning in-role performance owing to the fact that individuals who have a strong identity to their organization are likely to give all their best, exert themselves for the success of the social system, possess lower actual turnover and turnover intentions, cooperate, and they will demonstrate a high degree of performance due to a strong feeling of belonging.
Research that has been conducted has indicated a relationship between job performance and organizational identification and provided substantial evidence for the part played by organizational identification in order to enhance job performance (Prieto & Phipps.
2011 p. 512). According to Edwards, (2009 p. 11), the basic notion of organizational identity is the premise that the organization possess some kind of character that is identifiable. Some of the definitions of employer branding include the notion of identity. The purpose of this paper is to give a critical analysis of the implication of organizational identification exploring empirical evidence that has been gathered over the years and see whether they support or disagree with the role of organizational identification. Regardless of the surging popularity on organizational identification and organizational identity, research about the two concepts is still in many respects in the infant stage.
Researchers on organizational matters have widely applied the social identity theory at the workplace. It is viewed that organizational identification shows the particular way in which people portray themselves in terms of them belonging to a certain organization. The emphasis on identification in the contexts of an organization has continued to mount as it apparently is seen to benefit, workgroups, individuals and the entire organization. It has been noted that with the absence of organizational identification it would be difficult to talk about organizational communication that is effective, neither leadership nor meaningful planning.
Yurchisin and Damhorst (2009 p. 459) note that organizations of employment reap benefits from employee-organization identification since identification has been linked positively to job satisfaction. It has been challenging to define and measure organizational commitment. Recent evidence has demonstrated commitment to being responsible for a wide range of turnover intentions, job attitudes, and behavior of citizenship (Cole & Heike 2006 p. 587& 588). Employer Branding consequently involves identification of the employment experience that is unique by putting in consideration the totality of intangible and tangible reward features that an organization is offering to its employees.
This kind of branding enhances organizational identification (Edwards, 2009 p. 7).
Cole S. Michael and Heike Bruch. 2006. Organizational Identity Streng, Identification, and Commitment and ther Relationships to Turnover Intention: Does Organizational Hierarchy Matter? Journal of Organizational Behaviour J. Organiz. Behav. 27:585-605.
Prieto C. Leon and Phipps T. A. Simone. 2011. Self-Monitoring and Organizational Idendification as Moderators of the Effects of Proactive Personality on the Transfer of Learning in the Workplace: A Theoretical Inquiry. International Journal of Management Vol. 28 No. 2.
Yurchisin Jennifer and Damhorst Lynn Mary. 2009. An Investigation of Salesperson Appearance and Organizational Identification. Journal of Fashion Marketing and Management. Vol. 13 No. 3, 2009. Pp. 458-470.
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Edwards R. Martin. 2009 An Integrative Review of Employer Branding and OB Theory. Department of Management, King’s College London, London,UK.
Chughtai Ali Aamir and Buckley Finian. 2010. Assessing the Effects of Organizational Identification on in-role Job Performance and Learning Behaviour: The mediating Role of Learning goal Orientation. Personnel Review. Vol. 39. No. 2.
Olekalns McShane, Steven, Mara and Travaglione Tony. 2010. Organizational Behaviour on the pacific Rim. 3rd ed. North Ryde NSW: McGraw-Hill Australia