Employees' Organizational Identification and Affective Organizational Commitment: An integrative approach

Although several studies have empirically supported the distinction between organizational identification (OI) and affective commitment (AC), there is still disagreement regarding how they are related. Precisely, little attention has been given to the direction of causality between these two constructs and as to why they have common antecedents and outcomes. This research was designed to fill these gaps. Using a cross-lagged panel design with two measurement times, Study 1 examined the directionality of the relationship between OI and AC, and showed that OI is positively related to temporal change in AC, confirming the antecedence of OI on AC. Using a cross-sectional design, Study 2 investigated the mediating role of OI in the relationship between three work experiences (i.e., perceived organizational support, leader-member exchange, and job autonomy) and AC, and found that OI partially mediates the influence of work experiences on AC. Finally, Study 3 examined longitudinally how OI and AC combine in the prediction of actual turnover, and showed that AC totally mediates the relationship between OI and turnover. Overall, these findings suggest that favorable work experiences operate via OI to increase employees' AC that, in turn, decreases employee turnover

Organizational Justice and Readiness for Change: A Concomitant Examination of the Mediating Role of Perceived Organizational Support and Identification

Survival in today’s global economy requires organizations to be flexible and adapt readily to the ever-changing marketplace. However, more than 70% of organizational change initiatives fail, mostly due to employees’ resistance to change. The literature has identified readiness for change (RFC) as an important cognitive precursor of resistance. A body of research has accordingly investigated the determinants of employees’ RFC. In particular, RFC has been shown to be positively predicted by employees’ perceptions of fair treatment. Little is known, however, on the mechanisms underlying this relationship. Relying on social exchange theory and social identity theory, this paper investigates the concomitant mediating role of perceived organizational support (POS) and organizational identification (OID) between overall justice and RFC. One hundred and forty-five employees of a company located in France participated in a survey-based study. Results of the path analyses indicated that POS mediates the positive effect of organizational justice on RFC, while OID does not act as a mediator in this relationship. As a whole, these results show the relevance of social exchange theory to better understand how employees become ready to change in organizational settings

Burnout across boundaries: can parental burnout directly or indirectly influence work outcomes?

Burnout, while historically considered a work-related condition, can be associated with parenting where it can have direct impacts upon parental outcomes and one’s personal resources such as mental health. However, little is known about the domain-incongruent effects of burnout and thus whether parental burnout can manifest within the workplace. The current study uses longitudinal data collected from 499 parents over three intervals across an 8-month period to explore two possible mechanisms. Firstly, a direct relationship is explored by considering whether parental burnout provides incremental validity above job burnout in the prediction of three work outcomes: job satisfaction, turnover intentions, and counterproductive work behaviors. Secondly, it is explored whether depression mediates the relationship between parental burnout and work outcomes. Findings suggest parental burnout may have limited impacts upon work outcomes, providing the impetus for a new direction of research to better understand whether or how burnout in one domain of life can influence the outcomes in other life domains

Verbfeldstrukturen

<p>Study 1: Descriptive Statistics and Intercorrelations Among Variables.</p

Rewarding Leadership and Fair Procedures as Determinants of Self-Esteem

In the present research, the authors examined the effect of procedural fairness and rewarding leadership style on an important variable for employees: self-esteem. The authors predicted that procedural fairness would positively influence people's reported self-esteem if the leader adopted a style of rewarding behavior for a job well done. Results from a scenario experiment, a laboratory experiment, and an organizational survey indeed show that procedural fairness and rewarding leadership style interacted to influence followers' self-esteem, such that the positive relationship between procedural fairness and self-esteem was more pronounced when the leadership style was high in rewarding behavior. Implications in terms of integrating the leadership and procedural fairness literature are discussed

Interférence négative du travail sur la famille et stress au travail : impact du support organisationnel perçu

peer reviewedLe modèle de Karasek (1979) est l’un des modèles le plus utilisé dans les recherches sur le lien travail-famille et sur le stress professionnel. Parmi les variables qu’il inclut, figurent le support social du supérieur et des collègues. À notre connaissance, peu d’études ont essayé d’analyser le lien entre l’interférence travail-famille, le stress négatif et d’autres sources de support social tel que le support perçu de l’organisation. Or, en accord avec la méta-analyse de Rhoades & Eisenberger en 2002, nous faisons l’hypothèse que le support organisationnel perçu joue un rôle central dans le lien entre les caractéristiques du travail, l’interférence négative travail-famille et le stress négatif qui en découle. Notre étude s’est réalisée dans un hôpital belge auprès de 266 membres du personnel soignant. Le questionnaire utilisé comprend : le Job Content Questionnaire de Karasek; l’échelle de support organisationnel perçu de Eisenberger (1986), l’échelle d’interférence négative du travail sur la famille (SWING, Geurts, 2004) et le stress négatif (SPPN, Hansez et al., 2004). Il en résulte que le support organisationnel perçu joue un rôle central dans les relations entre certaines caractéristiques du travail, l’interférence négative travail-famille et le stress par le biais d’une double médiation. En outre, l’effet négatif des exigences de travail sur le support organisationnel perçu est modéré par la latitude de décision que les employés peuvent avoir dans leur travail. Les résultats suggèrent qu’introduire le support organisationnel perçu dans des modèles liés aux relations travail-famille enrichirait les deux courants de recherche envisagés dans cette étude. En outre, le type de modèle utilisé dans cette recherche pourrait aussi être appliqué à d’autres types de variables dépendantes (e.g. la performance au travail)

Enlarging the victim’s perspective on dehumanization

Much of the research work on victims of dehumanization has focused on the conditions under which meta- and/or self-dehumanization occur among those who are the direct targets of dehumanizing treatments. We propose to enlarge this victim’s perspective by considering it more holistically, extending it to perpetrators and observers of dehumanizing treatments. First, we suggest that when a dehumanizing treatment induces ethical dissonance in perpetrators, it is likely to generate subsequent meta or self-dehumanization among them. Second, we argue that a dehumanizing treatment is likely to foster subsequent meta- or self-dehumanization among observers when it elicits negative emotions such as fear and guilt

L′engagement envers l′organisation et le supérieur : un examen de leurs antécédents

Cet article présente une recherche destinée à identifier les variables antécédentes associées à l’engagement affectif, normatif et de continuité (cf. Meyer & Allen, 1991) envers l’organisation, et envers le supérieur hiérarchique (F. Stinglhamber & C. Vandenberghe). L’examen des relations entre les variables antécédentes potentielles et les dimensions de l’engagement, mesurées à six mois d’intervalle, a permis d’identifier un ensemble de variables qui corrèlent distinctement avec les formes de l’engagement envers le supérieur d’une part et avec les formes de l’engagement envers l’organisation d’autre part. Ces résultats confirment que les salariés s’impliquent dans des relations d’échange tant avec leur organisation d’appartenance qu’avec leur supérieur hiérarchique