Organizational image, identity, and identification are powerful concepts in terms of understanding members’ behaviors and beliefs. In particular, the term “image” has frequently been used to describe the overall impression of the organization, but most scholars have only focused on organizational image as it is perceived by external audiences. However, organizational image as perceived by members within an organization is critical for determining its impact on individual employees’ motivation, work behaviors, and further performance at work. This article explores the roles of organizational image and identification in explaining organizational behaviors—extra‐role behavior and absenteeism—in public and nonprofit organizations. A series of seemingly unrelated regressions were used to analyze survey data from 1,220 respondents. Results show that organizational image is positively related to employee identification, and identification has a significant influence on promoting extra‐role behavior and lowering employee absenteeism. Organizational image as perceived by members of an organization is an aggregate of individual employees’ perceptions of the organization based on their own experiences and judgments (perceived organizational identity) and outsiders’ judgments about the organization (construed external image). Both perceived organizational identity and construed external image influence the extent to which employees are likely to identify themselves as part of their organization. The higher an employee's level of identification, the more he or she is likely to engage in extra‐role behavior. Managing organizational image and identification in a positive way can significantly reduce costly voluntary employee absences, which are reasonably avoidable absences.

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The purpose of this study is to find out the relationship between job stress and job satisfaction, and analyze the effect of social support on this relationship. In particular, this study analyzes the effects of three types of job stress -role overload, role ambiguity and bad physical environment -and two sources of social supportsupervisor and coworker support. Regression analysis was performed using data from a survey of 619 police officers in Korea. The findings from the analysis are as follows. First, role ambiguity and bad physical environment are negatively related to job satisfaction. Second, social support has a direct effect on job satisfaction but has no moderating effect. Third, coworker support is more effective in enhancing job satisfaction than supervisor support.

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