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According to Social Identity Theory (cf., J. G. March & H. A. Simon, 1958), individuals tend to identify with prestigious or high-status groups. Researchers (J. E. Dutton, J. M. Dukerich, & C. V. Harquail, 1994) have revealed that organizational members also identify with organizations that have attractive public images. To gain a better understanding of the theoretical reasons underlying the relationship between image and identification in organizations, the authors examined this relationship in a healthcare setting. In addition, they investigated need for esteem as a moderator of the relationship between construed external image and organizational identification. Consistent with previous findings, the present results indicated that construed external image is positively related to organizational identification. Perhaps it is more important that the present findings also supported need for esteem as a moderator of the relationship between construed external image and organizational identification. Key words: construed external image, need for self-esteem, organizational identification, ORGANIZATIONAL IDENTIFICATION has emerged as an important variable in organizational-behavior research over the past decade (Kreiner & Ashforth, 2004). Organizational identification is 'a perceived oneness with an organization and the [...]

The present article introduces a social-exchange model of organizational attachment incorporating both direct exchange and indirect exchange. Participants were 325 university employees. The present results indicated that perceived organizational support (POS) and perceived external prestige (PEP) both contribute to organizational attachment. Further, the results showed that the extent to which POS and PEP are related to organizational attachment is moderated by occupational proxies of cosmopolitan-local role orientation. POS was more strongly related to the affective commitment and withdrawal cognitions of staff and administrators than to those of faculty. PEP was more strongly related to affective commitment and withdrawal cognitions of university faculty than to those of university staff and administrators. The authors discussed the need to incorporate relational variables such as PEP into other social-exchange frameworks. Key words: attitudes, organizational commitment, organizational prestige, organizational support, personality, ORGANIZATIONAL ATTACHMENT is most commonly understood through the theoretical framework of social-exchange theory, which indicates that people enter into relationships to acquire valuable resources. These resources consist not only of [...]

RESEARCHERS HAVE CONSISTENTLY FOUND perceived organizational support (POS) to be positively related to organizational commitment (e.g., Settoon, Bennett, & Liden, 1996). POS is defined as people's 'global beliefs about the [...]

We argue that perceptions of organizational support and obstruction will have unique implications for employees' cognitive association and disassociation with their employers. As expected, the results of 2 studies support the hypothesis that perceived organizational support is positively related to an overlap in individual and organizational identities (i.e., organizational identification). Further, perceptions of organizational obstruction predict cognitive separation in individual and organizational identities (i.e., disidentification, ambivalent identification, and neutral identification). Implications for research and practice are discussed. [ABSTRACT FROM AUTHOR]

Presents a study which replicated and extended the family socialization model of development of attitudes toward unions in the United States, conducted on university students of an upper level management course. Methodology used to conduct the study; Discussion based on the results of the study.

Presents a study which used two meta-analytic procedures to investigate the relationship between job satisfaction and selected withdrawal cognition. Review of related literature; Method of study; Alteration of previous integrative models of turnover.

Explores the relationship between charismatic leadership and satisfaction with the leader, perceived leader's effectiveness and performance. Relevant research and supporting evidences; Methodology of the study; Research design; Use of meta-analysis; Limitations of the study.

This article extends the family socialization model of union attitudes. The fulcrum of the unionization process is widely considered to be the perceived instrumentality of unions. Perceived union instrumentality is defined as the extent to which unions are viewed as helpful in improving the working lives of their members. Unfortunately, very little is known about how perceptions of union instrumentality develop because all of the research examining union voting intentions and voting behavior has used union instrumentality as an exogenous variable. Research in Canada that examined the development of general union suggested that family socialization may play a significant role in the development of perceptions of union instrumentality. The results of the study were consistent with the mediation effect proposed by the family socialization model. According to this mode, mediation is established when all three variables are intercorrelated and when the independent variable and the mediator variable are both regressed on the dependent variable, yielding a beta weight for the independent variable that is less than when the independent variable is regressed on the dependent variable alone.

This article investigates whether the degree to which transformational leadership affects job satisfaction depends on the level of employees' intrinsic task motivation, using nurses at a regional medical facility in the U.S. as participants. Bryman found that transformational leadership behaviors are positively related to a number of important organizational outcomes including perceived extra effort, organizational citizenship behaviors, and job satisfaction. However, the substitutes for leadership concept suggests that the key to improving the effectiveness of leaders is to identify the characteristics of subordinates, work tasks and organizations that substitute, neutralize, or enhance leadership behaviors. Many researchers believe that these variables moderate the relationship between transformational leadership behaviors and organizational outcomes. One variable that should significantly enhance the positive effects of transformational leadership behaviors is psychological empowerment. Psychological empowerment has been defines as the increased intrinsic task motivation manifested in cognitions that reflect an individual's active orientation to his or her work role. Determinants of psychological empowerment include individual variables as well as social structural variables.