Linking employee perceptions and employee attitudes through their levels of organizational identification: a field investigation in India

Abstract

PurposeDespite organizational socialization and support, contemporary managers often perceive employees to be less engaged and attached to their workplace, multiplying their workload with unsolicited vexations and worries. In this connection, the purpose of this paper is to explore and possibly confirm the ameliorative role of organizational identification as a mediator between employees' perceptions of organizational support and justice and their favorable association to their levels of engagement and attenuation of their intentions to quit.Design/methodology/approachSuitable theories such as the social exchange and fairness heuristics theories were examined to select and support the study constructs. Accordingly, the literature was reviewed to formulate the study hypotheses and connect them through a conceptual latent variable model (LVM). Data were collected from 402 full-time managerial executives all over India. The data thus collected were subjected to structural equation modeling (SEM) procedures.FindingsAll the measures used in this study had acceptable reliabilities as indicated by their Cronbach's Alpha values. Based on the SEM procedures all the study hypotheses and one of the competing LVMs labeled as LVM5 was finally accepted.Originality/valueThe distinctive feature of this study is the theoretical compilation of all the study constructs in one LVM and subsequent empirical verification of the same. This study is, perhaps, the first of its kind to examine the implications of such justice-based perceptions of social exchange relations between employees and their organizations in India more so, since it considers support and justice to complement each other as an interactive whole.

A relationship between perceived investment in temporary employee development and organizational performance: an empirical study

“…Researchers have explained this relationship using social identity theory, which suggests a difference between being a part of an organization and identifying with that organization (Haslam et al, 2003). We extend our research premise from this theory to SET, believing that the transactional relationship between a temporary employee and its client organization is more relational (Biswas, 2022).…”

Flying responsibly: effects of perceived corporate social responsibility on attitudes and behaviors of employees in the European aviation industry

“…Literature has frequently addressed the link between employee perceptions and attitudes due to higher levels of engagement (Biswas, 2022). Perceived CSR has been associated with work engagement directly (Ali et al, 2020;Hur et al, 2022) and indirectly via organizational pride (Jia et al, 2019), perceived external prestige and organizational identification (G€ urlek and Tuna, 2019) and trust (Memon et al, 2020).…”

“…Literature has frequently addressed the link between employee perceptions and attitudes due to higher levels of engagement (Biswas, 2022). Perceived CSR has been associated with work engagement directly (Ali et al.…”

Measuring Occupational Well-Being Indicators: Scale Construction and Validation

“…A large number of studies on affective well-being have been constructed in organizational studies [ 44 , 45 , 46 , 47 ]. For instance, Russell and Daniels [ 48 ] and Spieler et al [ 49 ] developed general scales of positive well-being (e.g., the ability of employees to make choices that influence when, where and for how long they engage in delight, elation, relaxation and serenity) and negative well-being (e.g., right now, that is, at the present moment the person is down, annoyed, nervous and lethargic).…”