The objective of this study was to develop a conceptually and methodologically sound measure of employee identification with the work group. A three-phase analysis approach was used. First, a content analysis was conducted with subject matter experts (SMEs) in the field of organizational behavior and psychology. Second, an exploratory factor analysis of the factor structure was conducted using a sample of employees from a credit union ( N = 140). Finally, confirmatory analyses using LISREL 8 were conducted with a sample of employees derived from four insurance organizations ( N = 309). The exploratory and confirmatory factor analyses supported the factor structure of the identification measure and the scale scores showed acceptable levels of internal consistency in both samples ([.alpha] = .78; [.alpha] = .79, respectively). We also demonstrated that the construct of work group identification is distinct from but related to both work group cohesiveness and work group communication.
This study examines the extent to which 2 status characteristics—pay level and part‐time vs. full‐time employment—influence the effectiveness of age as a predictor of work‐related attitudes and behaviors. Using a sample of 157 registered nurses, hierarchical regression was used to determine whether pay level or employment classification (part‐time vs. full‐time) moderated the relationship between chronological age and the following outcomes associated with the process of voluntary turnover: job satisfaction, organizational commitment, withdrawal cognitions, perceived alternatives, search behavior, and actual turnover behavior. Findings indicate that the effects of age on work attitudes and behaviors are moderated to some extent by both status characteristics. Implications for research and practice are discussed.
Purpose -This study's purpose is to investigate the antecedents of an employee's remedy-seeking behavioral intentions in response to wrongful dismissal. Design/methodology/approach -Hypotheses generated by two paradigms are tested, the similarity-attraction and the similarity-betrayal paradigms, using Tobit regression and data from a scenario-based survey of employees. Findings -Consistent with the similarity-attraction paradigm, the management team's racial and deep-level similarity to the employee both were negatively related to the employee's propensity to consult a lawyer. Consistent with the similarity-betrayal paradigm, the employee's propensity to consult a lawyer increased with the supervisor's deep-level similarity to the employee; among men, the propensity to complain to regulatory agencies increased with the management team's gender similarity and the propensity to not seek a remedy declined with the supervisor's gender similarity.Research limitations/implications -Limitations of the study include the use a single-source, cross-sectional, convenience sample; the small size and heterogeneity of the non-white sub-sample; and the limited number of control variables. Future research should explore whether the findings are robust when tested using alternative types of data; alternative wrongful dismissal scenarios; a more extensive set of controls for organizational, job, and personal characteristics; and larger, more diverse sub-samples of non-whites. Practical implications -Organizations should manage dismissals in a manner that encourages employees to favor internal remedy-seeking over external remedy-seeking options. Originality/value -This study is the first to investigate the antecedents of a wrongfully dismissed employee's propensity to engage in internal as well as external remedy-seeking and to explore the effects of management's similarity to the employee on the employee's remedy-seeking actions.
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