This following study aimed to determine the discriminant validity of Sense of Belonging and the different types of organizational commitment, and analyse the relationship and the predictive capacity of these constructs for subjective and psychological well-being. 354 people completed surveys measuring the constructs described. The results showed that Sense of Belonging and the different types of organizational commitment are different constructs, and they have different relationships the diverse indicators of well-being according to the type of employment. The affective commitment was the most relevant predictor in entry level employees, and Sense of Belonging was the only predictor in employees with leadership positions. / Los objetivos del presente trabajo son determinar la validez discriminante del sentido de pertenencia y de los diferentes tipos de compromiso organizacional, y analizar la relación y capacidad predictiva de estos constructos del bienestar subjetivo y psicológico. 354 personas cumplimentaron un cuestionario que permitía medir los constructos descritos. Los resultados muestran que el sentido de pertenencia y los diferentes tipos de compromiso organizacional son constructos diferentes, y que se asocian de forma diferencial con los diversos indicadores del bienestar en función del tipo de puesto de trabajo estudiado. El compromiso afectivo es el predictor más importante para los empleados que desempeñan puestos de base, y el sentido de pertenencia es el único predictor para los puestos de mando.

The research was designed to study the relationship between ethical leadership, follower attitudes, and the influence of service climate on the relationship. The framework draws on social exchange theory (Blau, 1964) and social learning theory (Bandura, 1977, 1986) to form the basis of the study. The sample consisted of associates in a community bank located in the Northeastern U.S. (n=264). The Ethical Leadership Scale (ELS) developed by Brown, Trevino and Harrision (2005) was used to measure a follower's perception of the leader's behavior. The attitudes were measured using separate instruments: job satisfaction includes extrinsic and intrinsic factors (Tate, Whatley, & Clugston, 1997), and organizational identification assesses cognitive and affective elements (Smidts, Pruyn, & van Riel, 2001). Service climate was evaluated using the Global Service Climate Scale developed by Schneider, White and Paul (1998) to measure overall climate for service. Data analysis was conducted using the partial least squares (PLS) methodology for factor analysis and path modeling. Results indicate a significant relationship between ethical leadership, both attitudinal constructs, and service climate. While an interactive effect of service climate on these relationships was not significant, a partially mediated effect of service climate was revealed. Implications for theory and practice, and directions for future research are discussed.

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People simultaneously hold a multitude of social identifications while at work, some of which are work-related and some of which transcend the workplace. To date, the vast majority of studies on social identities focus on these identities in isolation. Two important identities that transcend the work domain are those associated with gender and ethnicity. These attributes have been widely studied in the workplace, however, there is a lack of understanding in how the identities associated with these attributes (demographic-related identities) have implications for identification in the workplace and work-related outcomes. In this paper, I examine the relationship between perceived threats to these demographic-related identities and work-related attitudes and behavior, specifically turnover intentions, and extra-role behaviors. I also explore moderating (degree of demographic-related identity centrality) and mediating (organizational and workgroup identification) mechanisms in this relationship. Data were collected across two studies. The results demonstrate that perceived threats to demographic-related identities have severe ramifications for work-related identification. The supplemental analysis indicated a direct relationship between demographic-related identity centrality and turnover intentions. Furthermore, demographic-related identity centrality moderated the relationship between perceived threats to demographic-related identity by both the organization and the workgroup on work-related outcomes. / Doctor of Philosophy / This research examined the relationship between perceived threats to gender and ethnic identities in the workplace and the impact these threats have on work-related identification and outcomes. Results suggest that perceived threats to these identities have important implications for both extra-role behaviors and turnover intentions, regardless of how important these identities are to the individual.

Syfte: Syftet är att förklara sambanden mellan anställdas uppfattning av olika dimensioner av Corporate Social Responsibility (CSR) och deras Organisatoriska Identifiering (OID), samt hur antal anställda år i organisationen inverkar på sambanden.   Metod: En modererad hierarkisk multipel regressionsanalys användes för att analysera sambanden mellan variablerna. Data samlades in via en enkät och urvalet bestod av 109 stycken anställda inom banker i Sverige.   Resultat & slutsats: Resultatet visar att det existerar ett statistiskt signifikant samband mellan anställdas uppfattning av intern respektive extern CSR och OID. Antal anställda år är dock inte en statistiskt signifikant moderator mellan dessa samband. Däremot agerar antal anställda år som en prediktor till OID.   Examensarbetets bidrag: Uppsatsen bidrar till en ökad kunskap om hur CSR påverkar anställda. Tidigare forskning som visar att en positiv uppfattning om CSR leder till en ökad organisatorisk identifiering bekräftas. Resultaten utvecklar den tidigare forskningen om hur olika dimensioner av CSR påverkar OID och visar att både intern och extern CSR har ett positivt samband med OID. Vi klargör också att antal anställda år inte modererar sambanden mellan CSR och OID och utreder därmed något tidigare forskning visat motstridiga resultat om. Teoretiskt bidrar uppsatsen också med att visa att antal anställda år är en prediktor till OID. Praktiska bidrag är resultat som visar att organisationer bör kommunicera både intern och extern CSR till deras anställda, oavsett antal anställda år.   Förslag till fortsatt forskning: Resultaten i uppsatsen bekräftar delvis tidigare forskning men visar också på motstridiga resultat vilket talar för att det behövs ytterligare forskning inom området. Detta i form av att inkludera andra moderator/mediator variabler och även andra oberoende variabler. Framtida forskning bör också använda ett sannolikhetsurval där respondenterna har lika stor chans att bli valda och att inkludera andra branscher i populationen. / Aim: The aim of this thesis is to explain the relationships between employees' perception of different dimensions of Corporate Social Responsibility (CSR) and their Organizational Identification (OID), as well as how employees job tenure affects the relationships.   Method: A moderated hierarchical multiple regression analysis was used to analyze the relationships between the variables. Data was collected via a survey and the sample consisted of 109 bank employees in Sweden.   Result & Conclusions: The result shows that there exists a statistically significant relationship between employees' perception of internal and external CSR and OID. Furthermore, the job tenure is not a statistically significant moderator between these relationships. However, tenure acts as a predictor of OID.   Contribution of the thesis: The thesis contributes to an increased knowledge of how CSR affects employees. Theoretically, the thesis supports previous research showing that employees' perception of CSR has a positive relationship with OID. Further theoretical advancements are that both internal and external CSR has a positive relationship with OID. We also clarify that employees’ tenure does not moderate the relationships between CSR dimensions and OID but rather that tenure is a predictor of OID. Practically, the thesis contributes with results that show that organizations should communicate both internal and external CSR to their employees, regardless of the tenure.   Suggestions for future research: The results of the thesis partly confirm previous research, but also show conflicting results, which suggests that further research is needed in the field. This involves including other moderator/mediator variables and also other independent variables. Further research should also use a probability sample where the respondents have the same chance of being selected and should also include other industries and sectors.

The following study examines the impact that perceptions of organizational continuity (POC) have on organizational identification (OI) and organizational outcomes, including organizational citizenship behaviors (OCBs) and turnover intentions. It was proposed that POC would be an important factor in determining OI, OCBs, and turnover intentions. In order to test this proposition, a scale was developed that measured an individual’s POC within their organization with regards to the organization’s culture and history. A survey was distributed among working individuals that contained the new measure of POC and other established measures of an organization’s culture and values. The sample consisted of 394 participants. The results showed that the construct of POC consisted of perceiving the organization’s culture and values as continuous over time. Additionally, the measure predicted OCBs and turnover intentions. POC did not, however, predict these outcomes over and above OI. Mediation analyses showed that OI mediated the relationship between POC and OCBs/turnover, thus, providing evidence to show that POC is a contributing factor in the development of an individual’s identification with an organization. This investigation extends research in the area of OI from the social identity perspective by providing the basis for understanding and measuring one of the components that leads to identification with an organization.

¡@¡@After the year of 2000, the unemployment rate is growing up every year. Until March of 2001, the rate of unemployment had already climbed to 7.5% and the main reason for this situation was establishment closed or business shrunk. Because of facing hard competitive environment, many enterprises progressed the downsizing to solve the problem of bankruptcy or in order to restructure business. Even though downsizing always be viewed as an effective method to lower operation cost and increase organizational performance; however, some past researches showed that after downsizing many company not only did not achieve expected objectives but also give all workers a very big shock. This happened all the time especially when survivors felt unfair or uncomfortable to the process of downsizing, and usually accompanied with morale¡¦s decline and distrust managers. Finally workers maybe show unsteady performance spontaneously and affect company¡¦s competitiveness. For some successful downsizing enterprises, they considered downsizing as a strategic plan, and at the same time devote themselves to rebuild business culture or progress other human resource system to ease survivor pressure while executing downsizing In this research, we investigate employees who experienced downsizing before, and hope to understand how downsizing influence their work attitudes and behaviors. Besides, it wants to be approved if business could develop other human resource activities to lower downside actions of survivors. After analyzing the data, the results are stated as below: I. Difference of survivor attitudes and behaviors due to employee identification of downsizing plan. 1.There are obviously differences on job involvement due to different level of employee identification of downsizing reason. 2.Comprising with direct layoffs, when using the way of retire to progress downsizing, survivor organizational identification will get higher records. II. Relationships between downsizing and survivor attitudes and behaviors. 1.When employees felt that their company practiced downsizing for the reason of merge or acquisition, they would have positive organizational identification and job involvement but have negative relation with turnover. 2.When employees felt good and comfortable in downsizing process, they would have positive organizational identification but have negative relation with turnover. 3.When employees felt the way of downsizing was direct layoffs, they would get negative influence and make them to have higher turnover. Instead, when employees felt the way of downsizing was gentle retirement, they would have better feeling to company and higher organizational identification. III. All situational items have the moderating effects on the relationship between downsizing plan and survivor attitudes and behaviors. 1.Most growth need strength have the moderating effects on the relationship between downsizing plan and survivor attitudes and behaviors. When employee felt that the reason of downsizing was imitate other organization behaviors, then the workers who were high GNS would have lower organizational identification than low GNS. However, if survivor cognized that company was fair in downsizing process and let employees participate in the plan, then the workers who were high GNS would have higher organizational identification than low GNS. 2.Employees¡¦ cognitions to the change of human resource system would have moderating effects on the relationship between organizational process and survivor attitudes and behaviors. IV. The influence on organizational performance by survivor attitudes and behavior The results showed that this part could not get exactly demonstration from analysis records.

In der Dissertation nimmt sich die Verfasserin einem Phänomen an, das im deutschen Einzelhandel weit verbreitet ist, über das es aber kaum empirische Untersuchungen gibt: Die Behandlung geringfügig Beschäftigter und die entsprechenden Einstellungen der Betroffenen und des Stammpersonals. Als Grundlage für die empirische Untersuchung dienen die Soziale Identitätstheorie, das Common Ingroup Identity Model und die Revidierte Kontakttheorie. Auf Basis einer schriftlichen Befragung von 372 Stammmitarbeitern und 75 geringfügig Beschäftigten sowie 36 halbstrukturierten Interviews mit Personalverantwortlichen, Stamm- und geringfügig Beschäftigten in insgesamt 15 Unternehmen des überwiegend ostdeutschen Einzelhandels untersuchte die Verfasserin, ob sich geringfügig Beschäftigte mit ihrem Unternehmen identifizieren und sich in die Belegschaft der jeweiligen Filiale integriert fühlen. Außerdem ging die Verfasserin den Fragen nach, unter welchen Umständen sich geringfügig Beschäftigte in die Belegschaft integriert fühlen und in welchem Ausmaß und auf welche Weise die untersuchten Unternehmen die Integration der Minijobber bzw. Herausbildung einer gemeinsamen Gruppenidentität fördern. Darüber hinaus werden auch die Fragen geklärt, welche Auswirkungen eine mangelnde Integration auf die Kooperationsbeziehungen zwischen Stamm- und geringfügig Beschäftigten sowie auf die Verbleibabsicht, die Arbeitszufriedenheit und Organizational Citizenship Behavior hat. Die Ergebnisse der schriftlichen Befragung von Stammpersonal und geringfügig Beschäftigten zeigen, dass es scheinbar keine Beeinträchtigungen durch eine Distanzierung von geringfügig Beschäftigten im Hinblick auf die Unternehmen-Identifikation, die Kooperationsbereitschaft, die Verbleibabsicht und Allgemeine Arbeitszufriedenheit bei beiden Gruppen gibt. Die Ergebnisse der mündlichen Befragung geben dagegen Hinweise auf unkooperative, von Misstrauen geprägte Beziehungen zwischen beiden Gruppen und eine mangelnde Integration von geringfügig Beschäftigten. Eine Personalpolitik, die auf eine Ausgrenzung von geringfügig Beschäftigten ausgerichtet ist, kann die Wahrnehmung einer gemeinsamen Gruppenidentität zerstören und unkooperative und misstrauensgeprägte Beziehungen zwischen Stamm- und geringfügig Beschäftigten bewirken.