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).…”

Impact of Career Development and Leadership on Performance Employees with Job Loyalty as an Intervening Variable

“…This loyalty shows that employees will try harder to keep the company running smoothly and secure it from any potential threats. According to (Kazmi & Javaid, 2022) People who have work loyalty in the office try extra because they enjoy their work and want to see the company succeed. Companies rely on employee loyalty to their work so that they can work independently and collaboratively for the benefit of the whole company.…”

Can leaders, teamwork, and technological capability boost Indonesian bankers' performance?

“…Optimal employee performance is performed according to company standards to achieve company goals (Darmasaputra & Satiningsih, 2013). All companies expect good employee performance to maintain the company amid strong existing business competition (Fadri, 2017;Hermina & Yosepha, 2019;Kazmi & Javaid, 2022;Nurjaya et al, 2021). It is because performance is directly proportional to company productivity, which means it will maintain the company (Nurjaya et al, 2021;Nyathi & Kekwaletswe, 2022).…”

“…Leader support is the extent to which employees feel supported and respected by the leadership in their duties. Employees need leadership support always to motivate them to improve their performance because they will feel cared for and supervised at work (Hendro et al, 2019;Kazmi & Javaid, 2022). A good relationship between employees and leaders will increase the Kusumaningrum, R., Santoso, A., & Kristyana, N. Can leaders, teamwork, and technological capability boost Indonesian bankers' performance?…”