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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 [...]

Two meta-analytic procedures are used to investigate the relationship between job satisfaction and selected withdrawal cognitions. Moderating influences not found in previous integrative research were identified by controlling for the influence of a large sample-size outlier and a target of behavioral intention, i.e., intention to stay versus intention to leave. Findings for 49 studies indicate previous integrative models of turnover by Hom, Caranikas-Walker, Prussia, and Griffeth, and of Tett and Meyer should be altered to reflect context (civilian versus military) and intention target (staying versus leaving) moderators but not an intention to turnover or a moderator of withdrawal cognition as indicated by Tett and Meyer in 1993. The adequacy of measures of current intention to leave is discussed regarding their consistency with recent intention theory. General implications for meta-analytic research are discussed with regard to accounting for sample-size outliers.

This study used meta-analysis to explore the relationship between charismatic leadership and satisfaction with the leader, perceived leader's effectiveness, and performance. To maintain construct consistency Bass' 1985 conceptualization of charisma was used. Results indicate potential moderating effects for two moderators of research design (objective/subjective performance and percept-percept/multisource study design) and for two theoretically predicted moderators (organizational level of focal leader and organizational context). The results are discussed in relation to implicit leadership theory and cognitive classification theory.

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 [...]

Studies done by researchers in Canada on the perceived instrumentality of unions suggests that family socialization plays a vital part in its development. This model puts forward two predictors of general union attitudes, the perceived attitudes of the parents towards unions and their perceived union activity participation. Influence based on perceived parent union participation on a person's general attitude towards a union is modified by the individual's perception of general union attitudes by the parents., The Fulcrum of the unionization process is widely considered to be the perceived instrumentality of unions (Barling, Fullagar, & Kelloway, 1992; DeCotiis & LeLouarn, 1981). Perceived union instrumentality is defined [...]

Psychological empowerment has been determined to be capable of enhancing the relationship between job satisfaction and transformational leadership. A study conducted on 230 nurses at a US regional medical facility indicates that psychological empowerment is capable of explaining job satisfaction in terms of idealized influence, inspiration and individualized consideration. A follow-up regression line analysis revealed the accuracy of the earlier findings., Bryman (1992) 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 [...]

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]

An extensive comparison of the sample-weighted method (Hunter & Schmidt, 1990), and a newer unweighted method (Osburn & Callender, 1992) of meta-analysis is presented using actual data. Several of the advantages of the unweighted method predicted by Osburn and Callendar's simulation research did not always hold in actual application. Specifically, the unweighted method did not always produce larger estimates of observed variance, credibility intervals, and confidence intervals than the sample-weighted method when large sample outliers are present. Also, Osburn and Callender's research on mean sampling variance formulae did not generalize to meta-analysis using the average correlation estimator to measure sample error variance. Finally, results show that while both methods may generate similar parameter and variance estimates in primary meta-analysis, they may lead researchers to reach different substantive conclusions in the analysis of moderators. [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.

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.