Working for Group Pride in a Slipper Factory<sup>1</sup>

Zander, Alvin; Armstrong, W. J.

doi:10.1111/j.1559-1816.1972.tb01281.x

Cited by 19 publications

(10 citation statements)

References 7 publications

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“…Collective pride , often overlooked in research, describes pleasure taken in being associated with one's employer (Bouckaert, ). Unlike conceptualizations of pride in group performance (Berkowitz and Levy, ), group pride (Zander and Armstrong, ) or pride in group (Nadler, ) examined in contexts of achievement from team member contributions, collective pride results primarily from relationships or affiliation, such as gender, race, nationality or organizational memberships (Lea and Webley, ; Tracy and Robins, ). Employees take collective pride if an organization receives recognition in the outside world for being ‘important, meaningful, effective, and […] a worthwhile part of the community’ (Arnett, Lavarie and McLane, , p. 90).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

A Matter of Reputation and Pride: Associations between Perceived External Reputation, Pride in Membership, Job Satisfaction and Turnover Intentions

Helm

2012

British J of Management

167

173

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This study investigates how job satisfaction and turnover intentions are related to external reputation as perceived by employees and their pride in membership. Based on a cross‐sectional survey including 439 employees, it also provides insights into external reputation as a possible source of collective pride. Study results indicate that, in agreement with social identity theory, outsiders' views of the organization are closely associated with employees' pride in organizational membership as well as job satisfaction. Both pride and job satisfaction mediate the relationship between perceived external reputation and turnover intentions. Hence, a favourable reputation matters in managing turnover intentions and is closely related to employee pride and satisfaction. Tenure of employees is positively associated with pride while intensive customer contact is negatively related to perceived external reputation and pride. Implications pinpoint the need for alignment of reputation management and human resources management. Furthermore, managers need to focus on new staff and employees with frequent customer contact and should implement pride‐building strategies according to the tenure of employees and intensity of customer contact.

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Section: Theoretical Backgroundmentioning

confidence: 99%

A Matter of Reputation and Pride: Associations between Perceived External Reputation, Pride in Membership, Job Satisfaction and Turnover Intentions

Helm

2012

British J of Management

167

173

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“…To date, there have been no attempts to analyze this relationship between the emotional and the attitudinal facets of organizational pride, particularly not empirically. In the case of organizational pride, research primarily characterizes it as an attitude (Arnett et al , 2002; Mischkind, 1998; Zander and Armstrong, 1972).…”

Section: Introductionmentioning

confidence: 99%

Organizational pride and its positive effects on employee behavior

Gouthier

Rhein

2011

Journal of Service Management

141

161

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PurposeOrganizational pride of service employees presents a vital, but mostly unexplored, factor for business success. In detail, two kinds of organizational pride exist. First, service employees can experience short, persistent affective emotions of pride based on the perception of a successful event related to the organization. Second, employees can have a cognitive and durable attitude of pride resulting from the general perception of the organization. Prior research neglects not only to analyze empirically the relationship between emotional organizational pride and attitudinal organizational pride, but also to examine positive effects from them. The objective of this paper is to investigate the relationship and the effects of the two kinds of organizational pride with commitment to customer service, creativity and turnover intention.Design/methodology/approachThe first study is an exploratory pre‐study and deals with spontaneous impressions of 53 customer consultants regarding their emotional and attitudinal organizational pride. Data used for the main study were collected through an online panel provider. A sample of 733 service employees was generated and structural equation modeling was applied to test the hypotheses.FindingsResults from the main study suggest that there is a strong relationship between emotional organizational pride and attitudinal organizational pride. Whereas the former has a direct, positive effect on commitment to customer service and creativity, the latter directly influences commitment to customer service and turnover intention. An indirect effect on creativity was also found.Research limitations/implicationsTo reduce the complexity of the model, no moderating variables were integrated. In a subsequent step, it is important to analyze empirically the drivers and conduct a longitudinal analysis to test the relationship between the two kinds of organizational pride and their effects over time.Practical implicationsThe measurement and management of organizational pride are vital sources for improving service behaviors; they represent new challenges for service‐oriented human resource management.Originality/valueThe paper is novel for three reasons. First, the affective events theory (AET) is advanced by additional substantial relationships. Second, links between the two kinds of organizational pride are analyzed for the first time. Finally, the paper suggests empirical evidence for the positive effects of the two kinds of organizational pride.

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“…As a result, outcomes for other group members, or for the group as a whole, come to be perceived as one's own. Indeed, there is evidence that feedback regarding total group outcomes can have more impact on the individual than does feedback on his or her own performance (e.g., Zander & Armstrong, 1972).…”

mentioning

confidence: 99%

Effects of group identity on resource use in a simulated commons dilemma.

Kramer¹,

Brewer²

1984

Journal of Personality and Social Psychology

651

503

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In a review of research on in-group categorization and group identity, Brewer (1979) proposed that cooperative solutions to social dilemmas, such as Hardin 's (1968) "tragedy of the commons ", may be achieved by exploiting the positive consequences arising from a common social-group identity. Three laboratory experiments were conducted to assess the effects of making salient either a superordinate (collective) or subordinate (differentiating) group identity in heterogeneous groups. In the first two experiments, naturally occurring social categories were used as a basis for group differentiation. In the third, the level of social-group identity was manipulated by varying the common fate of the group members. It was predicted that individual restraint would be most likely when a superordinate group identity was made salient and under conditions in which feedback indicated that the common resource was being depleted. Results from all three experiments provide support for this general hypothesis, indicating that cooperative responding is enhanced even when the basis for superordinate group identity is minimal.

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Working for Group Pride in a Slipper Factory¹

Cited by 19 publications

References 7 publications

A Matter of Reputation and Pride: Associations between Perceived External Reputation, Pride in Membership, Job Satisfaction and Turnover Intentions

A Matter of Reputation and Pride: Associations between Perceived External Reputation, Pride in Membership, Job Satisfaction and Turnover Intentions

Organizational pride and its positive effects on employee behavior

Effects of group identity on resource use in a simulated commons dilemma.

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Working for Group Pride in a Slipper Factory1

Cited by 19 publications

References 7 publications

A Matter of Reputation and Pride: Associations between Perceived External Reputation, Pride in Membership, Job Satisfaction and Turnover Intentions

A Matter of Reputation and Pride: Associations between Perceived External Reputation, Pride in Membership, Job Satisfaction and Turnover Intentions

Organizational pride and its positive effects on employee behavior

Effects of group identity on resource use in a simulated commons dilemma.

Contact Info

Product

Resources

About

Working for Group Pride in a Slipper Factory¹