The forest ranger revisited: A study of control practices and identification

Bullis, Connie; Tompkins, Phillip K.

doi:10.1080/03637758909390266

Cited by 96 publications

(70 citation statements)

References 22 publications

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“…The significance of organizational identification was well recognized because it is positively related to individual performance (Benkhoff 1997;van Knippenberg 2000), job involvement, job satisfaction (van Knippenberg and van Schie 2000), and organizational citizenship behavior including decisions and actions that are consistent with a mission of an organization (Cheney 1983;Bullis and Tompkins 1989;Mael and Ashforth 1992;Ferraris, Carveth and Parrish-Sprowl 1993). In contrast, organizational identification is negatively related to turnover intention and actual turnover (Kreiner and Ashforth 2004).…”

Section: Organizational Identificationmentioning

confidence: 92%

“…As identification has a natural connection with collective outcomes (Ashforth et al 2008), employees who identify with their organization are more likely to accept the organization's mission and goals (Tompkins and Cheney 1985;Bullis and The International Journal of Human Resource Management 1117…”

Section: Subsidiary Identification and Adaptation To Assignmentsmentioning

confidence: 98%

“…Their organizational identification can be developed in a way preferred by the organization via intentional communication, and those who have developed stronger organizational identification use the preferred premises and draw the organizationally preferred decision (Bullis and Tompkins 1989).…”

Section: Communication and Organizational Identificationmentioning

confidence: 99%

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Dual organizational identification among Japanese expatriates: the role of communication in cultivating subsidiary identification and outcomes

Ishii¹

2012

The International Journal of Human Resource Management

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Dual organizational identification is significant for the success of multinational corporation (MNC) employees. This study has extended this research area by examining expatriates of Japan-based MNCs. In addition, this study has extended the existing identity-matching principle by incorporating a communication perspective. It investigated the antecedents and outcomes of subsidiary identification. Self-report survey data from 159 Japanese expatriates in the USA were analyzed. The results indicated the significance of local language proficiency in the development of identification with the subsidiary. In addition, local identification was the predictor of expatriates' adaptation to the subsidiary. Furthermore, the results showed that local organizational identification is related to their stress level in international assignments. These results also supported the growing view of situation-oriented identification. The follow-up interviews reinforced these results.

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Section: Organizational Identificationmentioning

confidence: 92%

Section: Subsidiary Identification and Adaptation To Assignmentsmentioning

confidence: 98%

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Dual organizational identification among Japanese expatriates: the role of communication in cultivating subsidiary identification and outcomes

Ishii¹

2012

The International Journal of Human Resource Management

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“…Communication begins with the socialization process, where new members interact with more experienced members and leaders and in this way learn how primary goals are defined within the organization's dominant culture (i.e., the leadership). As members continue to interact, they are exposed to various normative influences that reinforce this definition, even after the socialization process ends (Bullis & Tompkins, 1989;Tompkins & Cheney, 1985). Collective action researchers describe a similar process for new volunteers, who learn about the leadership's primary goals within the context of small group meetings (Downton & Wehr, 1990;Klandermans, 1988;Knoke, 1990;Knoke & Wisely, 1990).…”

Section: Communication and Goal Consensusmentioning

confidence: 97%

Participation and consensus in collective action organizations: The influence of interpersonal versus mass‐mediated channels

Collins-Jarvis

1997

Journal of Applied Communication Research

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“…• Programs can, will and should be allowed to be affected by an organization's culture; a pure (original) design rarely reflects what is best for the organization (Bullis & Tompkins, 1989). …”

Section: Organizational Culture: Cultural Influences Model (Cim)mentioning

confidence: 99%

Managing Organizational Cultural Influences During the Implementation of Competency-Based Training

Hatala

Gumm²

2006

Advances in Developing Human Resources

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This article examines organizational cultural influences on a human resource development (HRD) practitioner's ability to effectively implement a competency-based training program. A five-phase conceptual model was created based on the process of implementing a competency-based approach to training and examines how differing agendas from individual organizational members and key stakeholders can derail a program. Suggestions are provided on how HRD practitioners can deal with these influences to increase their chances for successful program implementation.Keywords: organizational culture; model; competency-based training; cultural influences A natural tension exists in all organizations between the needs of the organization, as defined by key stakeholders, and those of the individual organizational member (Stohl & Cheney, 2001). One of the manifestations of this organizational tension is found in the role of human resource development (HRD) practitioners and researchers (Swanson & Holton, 2001) who must account for and design remedies to this tension throughout all phases of organizational training programs. Thus, the challenge for HRD practitioners and researchers is twofold: to provide training that meets the operational needs of the organization while ensuring the individual employee receives personalized training for the purpose of performance improvement and self-fulfillment. Overcoming these challenges is critical to the successful implementation of any HRD training intervention.Research indicates that a competency-based approach to training is an effective and efficient means of accomplishing the above-mentioned goals.

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The forest ranger revisited: A study of control practices and identification

Cited by 96 publications

References 22 publications

Dual organizational identification among Japanese expatriates: the role of communication in cultivating subsidiary identification and outcomes

Dual organizational identification among Japanese expatriates: the role of communication in cultivating subsidiary identification and outcomes

Participation and consensus in collective action organizations: The influence of interpersonal versus mass‐mediated channels

Managing Organizational Cultural Influences During the Implementation of Competency-Based Training

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