Situational Strength as a Moderator of the Relationship Between Organizational Identification and Work Outcomes

Keywords

organizational identification, situational strength, job performance

Abstract

Organizational identification theory suggests that the extent to which employees perceive a sense of oneness with their employer positively influences their workplace attitudes and behavior. We investigated situational strength as a potential moderator by exploring the extent to which the relationship between organizational identification and employee outcomes is attenuated when employee discretion is restricted. In particular, we examined whether the workplace cues that signal appropriate conduct in strong situations would mitigate the potentially positive effects of organizational identification on job satisfaction and performance. Consistent with this perspective, results from a field study point to the notion that organizational identification has a more pronounced, positive influence on employee job satisfaction and performance when employees experience behavioral discretion (i.e., in weak situations) compared with situations wherein behavior is more externally controlled (i.e., strong situations). We discuss theoretical and practical implications, as well as suggest avenues for future research.

Original Publication Citation

"An exploration of the moderating role of situational strength on the relationship between organizational identification and job outcomes.", Journal of Leadership and Organizational Studies, 2019.

Document Type

Peer-Reviewed Article

Publication Date

2019

Publisher

Journal of Leadership and Organizational Studies

Language

English

College

Marriott School of Business

Department

Marketing

University Standing at Time of Publication

Full Professor

Link to Full Text

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