Job Resources to Promote Feelings of Pride in the Organization: The Role of Social Identification

Abstract

Employees are assumed to obtain job resources from and identify with the organization they work for. Previously, the concepts of job resources and social identification have mostly been studied holistically, that is, on one general organizational level. This study aims to contribute to the understanding of how job resources, operationalized at two different levels (workgroup and organizational) in two organizations, could have an influence on group-based pride that employees feel for their workgroups and for their organizations. Social identification is purported to intervene in this relationship on respective level, and its inclusion is expected to contribute to different forms of pride. Regression analyses of questionnaire data gathered from 436 employees in two middle-sized municipalities in Sweden revealed that: (1) a workgroup's resources explained additional variance in workgroup pride beyond the effects of resources at the organizational level, (2) organizational resources explained additional variance in organizational pride beyond that of workgroup resources, and (3) social identification in both these areas was a potential partial mediator in these relationships. These findings highlight the need to distinguish between workgroup and organizational levels regarding both independent and dependent variables. Such clarification of the multiple identifications and group-based pride dynamics could have practical implications for Human Resource (HR) managers in particular.

Formulating an organizational pride model for the National Iranian Oil Company

“…From the viewpoint of these people, the work environment is joyful, so they are passionate about attending it. This finding is compatible with feeling of delight (Welander et al, 2017).…”

“…Pride is one of the most important experiences of daily life (Lu & Roto, 2016). Pride stems from enthusiasm, enjoyment, or content with one's abilities or personal achievements (Welander et al, 2017); and it is traditionally associated with sense of enjoyment and meaningfulness (Tracy & Robins, 2007). The workplace, as a social environment, provides a rich context for the stimulation, development, and retention of pride dynamicity (Lu & Roto, 2016).…”

How to Build Pride in the Workplace?

“…Although the idea that how much a person identifies with its own organization is widely accepted as contributing to the feeling of pride and commitment (Durrah et al 2019;Gouthier and Rhein 2011;Lu and Roto 2016;Masterson et al 2017;Muzakki 2020;Welander et al 2017), the concept of identification can be divided into two types. De Roeck et al (2016) distinguished situational identification-the idea of being a member of a group, that can be achieved rapidly but it is essentially a temporary feeling, from organizational identification.…”

Organizational pride as an antecedent of employee creativity in the petrochemical industry

“…Lea and Webley (1997) distinguished pride in organizations as personal pride or collective pride. While personal pride referred to personal accomplishments, such as quality of work, or a sense of dignity, value and self-esteem (Welander et al , 2017), collective pride referred to the desire to have connection with organizational groups (Bouckaert, 2001) and was found to be the result of individuals' personal experiences, relationships or affiliations formed within organizational memberships (Arnett et al , 2002).…”