Antecedents of organizational identification: implications for employee performance

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.

Determinan Kinerja Karyawan: Studi Kasus Pada Karyawan Perusahaan Leasing

“…Proses bisnis perusahaan jasa mengedepankan pelayanan secara langsung antara karyawan dengan konsumen yang nantinya konsumen dengan mudah mengidentifikasi dan menilai kualitas kinerja karyawan. Karyawan merupakan aset tidak berwujud yang dapat meningkatkan aktivitas dan operasi perusahan yang pada akhirnya mencapai tujuan yang diinginkan (Kazmi & Javaid, 2022). Kinerja karyawan dapat disimpulkan sebagai tulang belakang dari kinerja organisasi, sehingga penting bagi organisasi untuk melakukan eksplorasi terhadap kinerja karyawan (Muchtar & Maas, 2022).…”

Leadership Styles, High-Involvement Human Resource Management Practices, and Individual Employee Performance in Small and Medium Enterprises in the Digital Era

“…Researchers have agreed that employee performance constitutes the quality and quantity of work achieved by an employee in carrying out the responsibilities assigned based on the standards set by the organization (Idris et al 2022). Achieving a high level of performance through productivity has become the goal for the company (Kazmi and Javaid 2022). Thus, individual performance is appropriate to study in terms of motivation, productivity, and task performance.…”