ARTICLE
1
Organizational
Identity and Its Implication on Organization Development
By
Yueh-Ysen Lin
INTRODUCTION
The
article under consideration is titled "Organizational Identity and Its
Implication on Organization Development." Yueh-Ysen Lin wrote this
article. In 2004, the article was published in the University of Minnesota. The
article was written with the intention of defining the relationship between
organizational identity and its implications for organizational change. The
author of this article used data from external sources and research to conduct
the studies. The article emphasizes the issue of the relationship between organizational
identity and its implications for organizational development. Organizational
identity is defined as a lasting, unique, and important remark recognized by an
organization and its members is characterized as organizational identity.
Organizational identity influences organization members and management’s
actions, perceptions and choices. Organizational identity has a significant
impact on organizational change processes according to several research.
Organizational identity research focuses on numerous factors, including
organizational identity formation and its relationship to organizational
culture and image. (Ashforth & Mael, 1989; Gioia, Schultz, 2002). Multiple
identities and identity management as well as identity and organizational transformation
are all covered. (Albert & Whetten, 1985; Pratt & Foreman, 2000; Brown
& Starkey, 2000; Dutton & Duke rich, 1991). The goal of this research
is to show how organizational identity and planned organizational change are
related. It will be addressed what organizational identity is, how it affects
organizations, how it is formed, and how it relates to organizational culture.
The concluding section discusses possible future study directions.
CONTENT
The
author selected research articles for review and analysis. The methods were
thorough. Yueh-Ysen Lin found that organizational identity is defined as a set
of beliefs that people of the organization believe are central, distinctive and
enduring. Three important requirements emerge from the definition are centrality,
distinctiveness and durability. (Albert & Whetten, 1985). Influence of
organizational identity is collectively and cognitively held by people of the
organization to answer questions. Furthermore,
the author did a good job in interpreting the result. Organizational identity
influences both leaders and members on decision making. (Albert & Whetten,
1985). Formation of organizational identity is based on identity interaction
model and individual identity theory (Cooley, 1992; Erickson, 1969; Goffman,
1959; Mead, 1934). Interaction and comparison with other organizations are keys
to the formation of organizational identity. (Albert & Whetten, 1985). The
formation of organizational identity is a process of ordered
interorganizational comparison (Albert, 1997). Particular organizational
culture may or may not be part of organizational identity (Albert, 1998).
Dynamic model is proposing to illustrate the relationship between
organizational identity, culture and image for members express their understandings.
Yueh-Ysen Lin discovered the impact of organizational identity and resistance
to planned organizational change, which ostensibly symbolizes a set of central,
enduring, and distinctive statements, provides a psychological anchor for
members throughout time (Gustafson & Reger, 1995). Managers use
organizational identity as action guideline during the planned change process.
Organizational identity has an impact on members because it provides a lens
through which they can perceive events that occur inside the organization.
Organizational identity is a cognitive schema made up of organizational process
beliefs and assumptions (Fiol & Huff, 1992; Reger et al., 1994). The
identity of the organization also acts as reference point for comparison Organizational
identity, when handled correctly, can be a crucial stepping stone toward
successful organizational change. The identity of the organization has an
impact on members' readiness for and acceptance of change interventions.
Plasticity is a quality of organizational identity that serves two survival
functions: it allows the company to swiftly change its specialized width,
broadening its commercial scopes, and it makes organizational identity more
adaptable to manage and satisfy needs. The inner layer of multi-layered
organizational identity refers to the core, intangible, abstract aspects of
identity, whereas the outer layers allude to the concrete and substantive
attributes. Organizational identity diversity can result in multiple sets of
identities that are compatible, neutral, or in conflict with one another. There
are two types of multi-identity organizations: holographic and ideographic.
Holographic refers to different sets of identities that are shared, while
ideographic refers to different identities (Albert & Whetten, 1985). Better
adapt to the changing environment, debate about future identity should be
included, and the company should develop and obtain an attitude are three
methods to changeability of organizational identity. Brown and Starkey (Brown
& Starkey, 2000). The "cognitive disparity between the perception of
the current and ideal identity" is referred to as "identification
gap" and "organizational change" (Reger et al., 1994)
CONCLUSION
The concept of organizational
identity and its implications for organizational development were introduced
and examined in this article. This is a relatively new subject for
organizational researchers, but it has a lot of potential. The majority of
organizational identity literature and concepts are generated and formed
primarily on a theoretical basis. After reading and seeing the complete essay,
I believe the author has to make some changes in order to better it. The
information can be divided into two portions by the author. One is focused on
organizational identity research, while the other is concerned with the
implications of organizational development. When studying this article, the
researcher will find it easier to detect the material by splitting the content
into these two pieces. In conclusion, I believe the
author did an excellent job putting up this incredibly valuable post. This
article is quite informative and can be used as a reference for other scholars
interested in studying organizational identity and its impact on organizational
development. Although this article has a few flaws, I feel the author can
improve it by adding a few adjustments.
REFERENCE
Yueh-Ysen Lin. (2004, March). Organizational Identity
and Its Implication on Organization Development (No. 1–8). University of
Minnesota. https://files.eric.ed.gov/fulltext/ED492427.pdf
Ashforth, B. E. & Mael, F. (1989) Social identity
theory and the organization. Academy of Management Review, 14(1), 20-39.
Albert, S. (1977). Temporal comparison theory. Psychological
Review, 84(6), 485-503
Albert, S (1998). The definition and metadefinition of
identity. In D. A Whetten & P. C Godfrey (Eds.), Identity in organization
(pp.1-13). Thousand Okas: Sage Publication
ARTICLE 2
Public service motivation and performance:
The role of organizational identification
By Qing Miao, Nathan Eva, Alexander Newman
and Gary Schwarz
INTRODUCTION
The article under consideration is titled
"Public service motivation and performance: The role of organizational
identification." Qing Miao, Nathan Eva, Alexander Newman and Gary Schwarz
wrote this article. In 17 Dec 2018, the article was published by Informa UK
Limited, trading as Taylor & Francis Group. The article was written with
the intention that organizational identification is a key mechanism that
explain how public service motivation leads to higher level of performance. The
authors of this article used data from external sources and research to conduct
the studies. The article emphasizes the issue of the relationship between
public service motivation (PSM) and performance and the role of organizational
identification.
By examining Public Service Motivation
in a Chinese organizational framework, the authors add to the research and
understanding of the construct. The authors also conduct a literature analysis
and formulate their hypothesis based on organizational identity, PSM, and job
performance. The authors outline their research methodologies and present their
findings. The authors conclude with recommendations for further research after
considering the theoretical and practical consequences of their findings.
CONTENT
The belief, values, and attitudes that
go beyond self-interest and organizational interest, that concern the interest
of a wider political entity, and that encourage individuals to act accordingly
whenever appropriate, have been classified as public service motivation
(Vandenabeele,2007, p. 547). PSM theory offers an alternative to rational
choice theories that depict individuals as purely self-interested maximizers of
personal utility who are unconcerned about moral obligations or values. This
does not reflect situations common in public organization where goals are not
specific desired and tangible rewards are not directly related to achieving
objectives. (Neumann & Ritz, 2015; Shamir, 1991). The article has provided
mixed findings in relation to the PSM and job performance (Perry and Wise’s,
1990). Initial theory and the outcomes of the most of the research. The authors
hypothesize that PSM and job performance have a positive correlation. According
to four hypotheses, PSM is positively associated to job performance, PSM is
positively related to organizational identification, organizational
identification is positively related to job performance and organizational
identification is positively related to job performance. Organizational identification
is a particular form of social identification in which individuals categorize
themselves as members of an organization (Schwarz, 2017). Strong organizational
identification can translate into favorable outcomes. The authors found that
PSM influence organizational identification. PSM is concerned with the public
welfare in general, whereas organizational identification is concerned with the
company for which an individual works. The authors gathered information from
Chinese government employees in Shanghai, Zhejiang, and Jiangsu. The
questionnaires were sent to all 334 civil officials who were overseen by 59
department heads. The article used a five-point Likert scale with pre-validated
multi-item scales. The five-item Merit Systems Protection Board was used to
determine PSM. A six-item scale was used to assess organizational identity.
According to the findings of this
research, organizational identification and job performance gave an outstanding
fit to the data.
CONCLUSION
The article examined the role of
organizational identification on the relationship between Public Service
Motivation and job performance. This is a relatively new subject for
organizational researchers but it has a lot of potential. After reading and reviewing this article, I believe
that authors have to make some changes in order to better it. The authors
should analyze how the salience of lower-order identities influence PSM,
examine the impact of personal dispositions and investigate the boundary
conditions of PSM and job performance. The researchers will find it easier to
detect the material by analyze, examine and investigate between organizational
identification and job performance. According to the findings of this research,
organizational identification was found to explain the relationship between
Public Service Motivation and job performance. Organizational identification is
a key mechanism that explains why employees with high level of PSM perform at
higher levels in their role. In conclusion, I believe the author did an excellent
job putting up this incredibly valuable post. This article is quite informative
and can be used as a reference for other scholars interested in studying public
service motivation and performance and the role of organization identification.
Although this article has a few flaws, I feel the author can improve it by
adding a few adjustments.
REFERENCE
Miao, Q., Eva, N., Newman, A., & Schwarz, G. (2018).
Public service motivation and performance: The role of organizational
identification. Public Money & Management, 39(2), 77–85.
https://doi.org/10.1080/09540962.2018.1556004
Shamir, B. (1991).
Meaning, self and motivation in organizations. Organization Studies
12(3),
405–424.
Ashforth, B., & Mael, F. (1989).
Social identity theory and the organization. Academy of
Management Review, 14(1),
20–39
Schwarz, G. (2017). Transformational leader-ship and job performance: The role of
organizational identification. In
N. Muenjohn & A. McMurray (Eds.), The Palgrave handbook of
leadership in
transforming Asia. Palgrave.
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