The Joint Effect of Organizational and Professional Identification for Job Performance

Abstract

Individuals hold multiple identities, but little research has been conducted on how these multiple identities may simultaneously shape employee outcomes in the workplace. In particular, prior literature provides mixed views regarding the nature of the joint effect of organizational and professional identification, such that professional identification may augment or attenuate the relationship between organizational identification and job performance. Noting the importance of professional core values governing these employees’ attitudes and behaviors, we propose that their evaluation of how well their organization supports their professional core values becomes a critical condition in determining the nature of the joint effect of the two types of identification. We tested our proposition across two questionnaire survey studies between two professional groups (journalists, teachers), utilizing self-rated and supervisor-rated performance, respectively. Our findings contribute to the literature on multiple identities and provide practical insights for managing professional employees.