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The Role of Perceived Organizational Performance in Organizational Identification, Adjustment and Job Performance*
Author(s) -
Carmeli Abraham,
Gilat Gershon,
Waldman David A.
Publication year - 2007
Publication title -
journal of management studies
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 4.398
H-Index - 184
eISSN - 1467-6486
pISSN - 0022-2380
DOI - 10.1111/j.1467-6486.2007.00691.x
Subject(s) - organizational identification , prestige , job performance , organizational commitment , organizational performance , identification (biology) , psychology , organizational effectiveness , organization development , business , social psychology , job satisfaction , public relations , marketing , political science , linguistics , philosophy , botany , biology
Favourable organizational status and prestige has a substantial role in shaping constituents' attitudes and actions. The status and prestige of an organization is often a reflection of its achievements or performance. In the present study, we investigate the role of organizational performance or achievement (as assessed by organizational members) in evoking employees' identification, adjustment, and job performance. The results of this study indicate that two forms of organizational performance (labelled as perceived social responsibility and development and perceived market and financial performance ) are associated with organizational identification. However, when compared to perceived market and financial performance, perceived social responsibility and development had a larger effect on organizational identification, which in turn resulted in enhanced employees' work outcomes – adjustment and job performance.