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<p>Nursing is one of the most important professions in the United States but it has historically endured high levels of shortage and turnover (Apker, Propp, & Ford, 2009; Fox & Abrahamson, 2009). A nurse’s organizational climate and culture have been shown to impact a number of job outcomes including intention to leave the organization (Aiken & Patrician, 2000), and therefore is of interest to both scholars and practitioners alike. One way to understand the context in which nurses work is through organizational identification because people make sense of their own identities in part through the organizations to which they belong (Kuhn & Nelson, 2002). However, because individuals have various identities which can reinforce but at times conflict with each other (Scott et al., 1999) and the strength of these identities can dictate outcomes such as performance (Trybou, Gemmel, Pauwels, Henninck, & Clays, 2013), it is necessary to explore how nurses connect to different identities and social collectives (e.g., team, organization, and occupation/profession) within their work. Further, these connections with the multiplicities of identifications may help explain the decisions that guide nurses’ career trajectories as well as how the perceived identity of a nurse guides individuals to choose a career in nursing. This project seeks to understand how nurses talk about their jobs and how communicating with other nurses influences their career trajectory and decision to stay in or leave their organization or the nursing profession altogether. </p><p>This project draws upon both social identity theory and self-categorization theory to help explain how nurses communicate and situate themselves among others in their workplaces. Social identity theory and self-categorization theory are suited for this study’s social constructionist approach and the topic of this research because they explain how the strength and multiplicities of identification within an organization are constructed and shaped by communication with others. Data collection methods for this study consist of in-depth interviews with nurses of specific licensures, posts collected online from a nurse discussion forum, and a questionnaire of nurse forum participants. This study applies a mixed methods approach consisting of qualitative and quantitative analyses. In doing so, this project contributes in several ways including extending our understanding of (1) the connections between the multiplicities of identification; (2) how nurses construct meaning in their jobs to guide career decisions; (3) the nature of nurses’ interactions in online spaces; (4) nurse career decisions; and (5) nurses’ perceptions of the nursing profession before entering the profession.</p>

The purpose of this study was to investigate the effect of transformational and transactional leaderships on Y generation ¡]Was born between 1977 to 1995¡^ employee to turnover intention, and also use the perceived supervisory support as the mediator¡Borganizational identification as the moderator. This research targeted samples were the Y generation employee from domestic companies. Total of 243 questionnaires were issued¡Aand 205 valid samples were returned with responding rate at 84.36%. Statistical analysis¡Asuch as Reliability¡BDescriptive Statistical¡BIndependent t-Test¡BOne-way ANOVA¡BCorrelation and regression, is conducted with SPSS 12.0 software. The results could be summarized as follows¡R 1. Transformational leadership show significant negative effects on Y generation employee to Turnover intention. 2. Transactional leadership show significant negative effects on Y generation employee to Turnover intention. 3. Perceived supervisory support show significant negative effects on Y generation employee to Turnover intention. 4. On Y generation employee to perceived supervisory support has the mediated effect between transformational leadership and turnover intention. 5. On Y generation employee to perceived supervisory support has the full mediated effect between transactional leadership and turnover intention.

The aim of this study was to examine the relationships among individual and organizational characteristics variables, several aspects of organizational communication, organizational commitment, organizational identification, job satisfaction, and turnover intentions. Furthermore, the influence of supervisor and workgroup commitment on organizational commitment was also examined. With these purposes, following two different pilot studies, questionnaires were administered to a sample of 321 white collar bank employees who are working in different branches of different banks in Ankara. The results of the study revealed that influence of individual and organizational characteristics variables on job satisfaction, organizational identification, organizational commitment, and turnover intentions were low and most of the time insignificant. The results of both regression analyses and model test indicated that job satisfaction was significantly and positively predicted by downward instrumental communication and turnover intentions was found to be significantly predicted by upward instrumental and downward positive communication and organizational identification was found to be significantly predicted by downward instrumental communication in the model test. Furthermore, both job satisfaction and organizational identification were found to be significant positive predictors of organizational commitment. In addition, organizational commitment was found to significantly and positively predicted by commitment to workgroup but not by commitment to supervisor. On the other hand, organizational commitment was found as a significant negative predictor of turnover intentions. However, when entered into the regression analysis together with organizational commitment, neither job satisfaction, nor organizational identification predicted turnover intentions significantly. However, significance of indirect effect of job satisfaction and organizational identification on turnover intentions through organizational commitment confirms the mediation of organizational commitment. The results of the present study, its limitations, and implications were discussed in more detail in the light of the relevant empirical evidence.

Due to the lack of an operationalization that centers on communication, the communication field has needed a measure that captures the unique elements interaction plays in the formation of organizational identification (OI). This dissertation offers an alternate conceptualization and operationalization of organizational identification designed to be communication-centered, and labels it Communicative Organizational Identification (C-OI). C-OI is a type of behavioral identification that is defined as the manifestation of solidarity with the values of a collective through verbal and nonverbal behaviors expressed to internal and external others. This measure was theorized as having 4 subscales: internal verbal communication, external verbal communication, internal nonverbal communication, and external nonverbal communication. To validate this measure, three rounds of data collection were utilized, ultimately reducing the measure from 46 to 10 items with three subscales: internal verbal, external verbal, and nonverbal. Both confirmatory factor analysis and exploratory factor analysis were used in examining underlying dimensions. This measure was shown to have acceptable levels of internal consistency (Chronbach’s [alpha] = .87), comparable to alternate measures of OI. Through the use of hierarchical multiple regression the C-OI measure and its subscales were shown to have at least some incremental validity in comparison to the Mael and Ashforth (1992) in predicting communication competence of co-workers, perceived organizational support, organization-based self-esteem, intent to quit, and organizational tenure. The C-OI measure also had incremental validity in comparison to the Cheney (1982) Organizational Identification Questionnaire (OIQ) in predicting organizational tenure. The C-OI’s three subscales also showed incremental validity over several existing measures. Through Pearson product moment correlations convergent validity was illustrated for the C-OI and its subscales. The C-OI does not focus on the decision-making elements of OI’s conceptualization (Cheney, 1982), nor does it attend to its role in motivation. This dissertation also used self-report measures, and the issue of common method bias could apply here. Future research is needed to validate further the measure of C-OI particularly in terms of establishing discriminant validity, and measuring multiple targets of identification. / text

This dissertation presents an investigation of a rarely studied business entity in the cross disciplinary literature on organizational culture, a completely virtually organized firm. Subscribing to a conviction that any culture can only be understood through an approach that uncovers the lived experiences of its members, I employ the traditional anthropological method of participant observation as my foundational data gathering technique. In an effort to help engage anthropology with the cross disciplinary organizational culture literature generally, I also use two well-known methods of corporate culture assessment from the management sciences. I provide a number of recommendations to the sponsors of the research for addressing problems that relate directly to worker morale and performance and which, consequently, impact the company's overall potential for success. Some of these problems are unique to this particular company while other issues that I identify, such as weak organizational identification among employees, loose networks of social capital between co-workers, employee training and nurturing deficits, email overload impacts on employee productivity and regard for organizational leaders, and the encroachment of work on personal time, are problems likely to be encountered by members of other virtual work organizations. As such, my findings should be of interest to applied researchers who study these fast-growing types of work arrangements.

Prior research acknowledges employees' crucial role in building strong service brands, yet empirical research on how to turn employees into brand champions remains scarce and has been largely approached from an internal branding perspective. Drawing on social identity and social exchange theories, this study takes a broader organizational perspective to link internal branding outcomes (employee-brand fit, brand knowledge, and belief in the brand) and employees' perceptions of organizational support to a range of employee brand-building behaviors, with organizational identification as the key mediating mechanism. Both cross-sectional and longitudinal analyses of employee data from a major retail bank reveal organizational identification as a strong motivational force for employees to become brand champions, largely mediating the effects of internal branding outcomes. When organizational identification is low, perceived organizational support (as a quality indicator of employees' exchange-based relationship with the organization) constitutes an alternative, external motivator of on-the-job brand building behaviors; when organizational identification is high, perceived organizational support boosts employees' voluntary participation in brand development and positive word-ofmouth. These findings highlight the managerial relevance of the employee-organization relationship for turning employees into brand champions and show how organizational identification can be stimulated by means of internal branding. (authors' abstract)

Customers in a service setting sometimes seek support from other customers; recent research has demonstrated this phenomenon. This research also found that intercustomer social support has a positive impact on consumer health, as well as the financial returns for the company. Given these positive effects for firms and customers, organizations can benefit from fostering social connections among their customers. While past research has investigated the positive consequences of intercustomer social support, little research to date has investigated the firm’s strategic role in fostering intercustomer social support. The current research seeks to understand key tactics a firm can use to promote intercustomer social support. Using network theory, the present research investigates the impact of network drivers on different dimensions of intercustomer social support. Results demonstrate that identification with the company, employees and customers is significantly associated with levels of instrumental intercustomer social support. Further, the number of customer ties, along with the amount of information flow and the strength of these ties, all impact instrumental and social/emotional social support. Last, this research presents the positive effects that intercustomer social support has on various customer, firm and co-creation outcomes. Contributions to marketing theory and managerial implications are also presented.