Long-term Dynamics of Employee Identification with an Organizational Unit

Kenji Matsuo

doi:10.5539/ibr.v9n12p32

Abstract

<p>This study presents the first framework for understanding the long-term dynamics of employee identification with an organizational unit. Similar research generally adopts cross-sectional quantitative methods that insufficiently explain the long-term dynamics of identification. Following studies that find stronger identification with lower-level groups than with an entire organization, we examine the case of a marine hull unit of a Japanese property-casualty insurer. We suggest that employees initially identify with the unit because of “occupational ability recognition” and “affective recognition”. We identify that these factors are necessary and sufficient conditions for identification with the unit. When they are absent, dis-identification occurs. If identification based on these factors is maintained, “value preferences” become dimensions of identification. Members prefer the unit values of interesting work, professional utility, and career attainment. When employees are dissatisfied with the unit’s values, ambivalent identification occurs. Ultimately, mature employees may express a “value proposition orientation”. They identify with the unit by consciously relating their value proposition and the unit.<strong></strong></p>

Highlights

Studies of organizational identification discuss relations between members’ self-concepts and organizations
The long-term dynamics of identification with organizations and their constituent units have been insufficiently discussed because previous studies adopt a cross-sectional quantitative approach toward its localized and static aspects (Ashforth, Harrison, & Corley, 2008; Demo, 1992)
To overcome the limits of research confined to the static aspects of identification, we examine a case study of a marine hull insurance unit and propose a theoretical framework to explain how employee identification occurs and changes over time

Summary

Introduction

Studies of organizational identification discuss relations between members’ self-concepts and organizations. The long-term dynamics of identification with organizations and their constituent units have been insufficiently discussed because previous studies adopt a cross-sectional quantitative approach toward its localized and static aspects (Ashforth, Harrison, & Corley, 2008; Demo, 1992). They perhaps do so because recent studies of organizational identification are grounded in social identity theory, which assumes people operate with motives for self-enhancement (Takao, 2013). Researchers have focused on organizations with positive external images when documenting the antecedents of identification (Note). Members are unlikely to envision difficulties that prompt them to reconsider their identification

Methods

Results

Discussion

Conclusion