Antecedents of organizational identification: implications for employee performance

Kazmi, Syeda Wajiha; Javaid, Syeda Tuba

doi:10.1108/RAUSP-02-2020-0017

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Sumário

Research Paper • RAUSP 57 (2) • Apr-Jun 2022 • https://doi.org/10.1108/RAUSP-02-2020-0017 copy

Antecedents of organizational identification: implications for employee performance

Authorship SCIMAGO INSTITUTIONS RANKINGS

Abstract

Purpose

This study aims to investigate the impact of three determinants of organizational identification (OID) on employee performance (EP) in the context of private business institutions.

Design/methodology/approach

A sample of 175 permanent faculty members from four top universities in Karachi, Pakistan, was interviewed using a five-point Likert scale questionnaire. The data were inserted in SPSS 22 and SmartPLS v 3.2 for performing the analysis.

Findings

Results of the study showed a significant effect in perceived supervisor support on OID; OID; job satisfaction and EP; and mediating relationship. Conversely, an insignificant effect was observed in workplace incivility.

Research limitations/implications

It is highly recommended that organizations work on the areas that lead to enhancing their employees’ performance. Also, human resource should create a healthy culture that promotes initiatives, open-door policies and discourages power distance. Lastly, one of the key responsibilities of management is to strengthen their OID because employees are more likely to identify with their supervisors if they invest in the organizations they work for.

Practical implications

This study will help strengthen the relationship between supervisors and university employees. It will guide the supervisors to acknowledge and appreciate the efforts of their subordinates and develop recreational policies and employee engagement activities. In addition, it will help develop a conducive environment and enhance the quality of education in the university and the society.

Originality/value

Understanding the determinants of OID on EP in the educational context is very important as it enhances the quality of EP and the overall quality of education of the institution.

Keywords
Job satisfaction; Workplace incivility; Employee performance; Organizational identification; Supervision support

Item code	Questions
	Workplace incivility
	During the PAST YEAR, were you ever in a situation in which any of your supervisors or co-workers…
WPI 1	Paid little attention to your statements or showed little interest in your opinions.
WPI 2	Doubted your judgment on a matter over which you had responsibility.
WPI 3	Gave you hostile looks, stares or sneers.
WPI 4	Addressed you in unprofessional terms, either publicly or privately.
WPI 5	Interrupted or “spoke over” you.
WPI 6	Rated you lower than you deserved on an evaluation.
WPI 7	Yelled, shouted or swore at you.
WPI 8	Made insulting or disrespectful remarks about you.
WPI 9	Ignored you or failed to speak to you (e.g. gave you “the silent treatment”).
WPI10	Accused you of incompetence.
WPI11	Targeted you with anger outbursts or “temper tantrums.”
WPI12	Made jokes at your expense.
	Perceived supervisor support
PSS 1	My supervisor provides intensive support to accomplish important priorities.
PSS 2	My supervisor assures us that help is available if it is needed.
PSS 3	My supervisor strongly considers my goals and values.
PSS 4	My supervisor takes great pride in accomplishments
PSS 5	If I did the best job possible, my supervisor would be sure to notice
PSS 6	My supervisor takes my best interests into account when he/she makes decision that affect me
PSS 7	My supervisor takes care about my concerns and opinions
	Job satisfaction
JS 1	I feel fairly well satisfied with my present job.
JS 2	I feel that I am happier in my work than most other people.
JS 3	I am disappointed that I ever took this job
JS 4	Each day of work seems like it will never end.
JS 5	Most of the time I have to force myself to go to work
JS 6	I feel I am being paid a fair amount for the work I do
JS 7	I feel satisfied with my chances for increments and promotions
	Organizational identification
OID 1	When someone criticizes my company, it feels like a personal insult.
OID 2	I am very interested in what others think about my company.
OID 3	When I talk about my company, I usually say “we” rather than “they.”
OID 4	When someone praises my company, it feels like a personal compliment.
OID 5	My company’s successes are my successes.
OID 6	I feel proud to work for this organization.
OID 7	I feel strong ties with my organization.
	Employee performance
EP 1	I adequately complete all assigned duties.
EP 2	I meet all formal performance requirements of the job.
EP 3	I engage myself in all activities that directly affect my job performance.
EP 4	I kept in mind the results that I had to achieve in my work.
EP 5	I was able to perform my work well with minimal time and effort.
EP 6	I usually come up with creative ideas at work.

Element	Frequency	(%)
Gender
Male	65	37.1
Female	110	62.9
Age
21–30	54	30.9
31–40	87	49.7
41–50	23	13.1
Above 50	11	6.3
Qualification
Graduate	28	12.0
Post graduate	58	33.1
MPhil	78	44.6
PhD	18	10.3
Experience
1–5 years	91	52.0
6–10 years	52	29.7
More than 10 years	32	18.3
Institution
1	27	15.4
2	22	12.6
3	52	29.7
4	74	42.3

Item		Loading	CR	AVE
Workplace incivility	WPI2	0.801
	WPI3	0.864
	WPI4	0.845
	WPI6	0.843	0.949	0.701
	WPI7	0.752
	WPI9	0.826
	WPI10	0.885
	WPI11	0.875
Perceived supervisor support	PSS1	0.850
	PSS2	0.932
	PSS3	0.912	0.946	0.778
	PSS4	0.871
	PSS7	0.840
Job satisfaction	JS3	0.761
	JS6	0.784	0.840	0.636
	JS7	0.846
Organizational identification	OID3	0.858
	OID4	0.869
	OID5	0.891	0.952	0.798
	OID6	0.932
	OID7	0.913
Employee performance	EP1	0.732
	EP2	0.781
	EP3	0.762	0.892	0.625
	EP4	0.883
	EP5	0.786

Element	EP	JS	OID	PSS	WPI
Employee performance	0.791
Job satisfaction	0.115	0.797
Organization identification	0.410	0.510	0.893
Perceived supervisor support	0.265	0.583	0.568	0.882
Workplace incivility	−0.294	−0.319	−0.419	−0.618	0.838

Element	EP	JS	OID	PSS
Employee performance
Job satisfaction	0.187
Organization identification	0.443	0.579
Perceived supervisor support	0.287	0.727	0.567
Workplace incivility	0.324	0.363	0.348	0.609

Hypothesis no.	Hypothesized effect	Sample mean	T-value	CI		Decision
Hypothesis no.	Hypothesized effect	Sample mean	T-value	2.5%	97.5%	Decision
H1	WPI → OID	−0.140	2.474	−0.243	−0.040	Supported
H2	PSS → OID	0.318	2.312	0.042	0.593	Supported
H3	JS → OID	0.288	2.603	0.089	0.511	Supported
H4	OID → EP	0.415	6.139	0.278	0.539	Supported

Construct	R ²	Adj. R²	Q ²
Organizational identification	0.404	0.393	0.257
Employee performance	0.177	0.172	0.073

Hypothesis no.	Hypothesized effect	Original sample	t-value	p-value	Decision
H5a	WPI → EP	−0.042	1.903	0.057	Not supported
H5b	PSS → EP	0.135	2.371	0.018	Supported
H5c	JS → EP	0.114	2.145	0.032	Supported

Hypothesis	Regression estimates				Reference
	Direct effect			Indirect effect	*Zhao et al.* (2010)**Zhao, X., Lynch, J. G., Jr., & Chen, Q. (2010). Reconsidering Baron and Kenny: myths and truths about mediation analysis. Journal of Consumer Research, 37(2), 197–206. doi: 10.1086/651257. https://doi.org/10.1086/651257...
	(a)	(b)	(c)	(c′)
H5a WPI → OID-EP	−0.129 (0.013)	0.410 (0.000)	−0.248 (0.001)	−0.042 (0.052)	Direct-only non-mediation
H5b PSS → OID-EP	0.325 (0.021)	0.410 (0.000)	−0.011 (0.904)	0.135 (0.017)	Indirect-only mediation
H5c JS → OID-EP	0.280 (0.009)	0.410 (0.000)	−0.178 (0.050)	0.114 (0.029)	Indirect-only mediation

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[1] *Corresponding author Syeda Tuba Javaid can be contacted at: tuba@iuk.edu.pk