organizational identification

The aim of this study was to investigate the mediating role of organizational identification in the relationship between social responsibility and Work engagement and organizational citizenship behavior. In terms of applied purpose, research method is descriptive and correlational and the statistical population of this study is made up of 400 teachers in the schools of Bowanat city in the academic year 1400-1999 in Fars province. To select the sample size using the Cochran's formula, a sample of 196 people was selected by stratified random proportion or volume. The Shuffle et al. (2006) Questionnaire on Organizational identification (Boyle et al., 2019), Social Responsibility (Carroll, 1991), and Organizational Citizenship Behavior (Oregon and Kanowski, 1996) were used to measure Work engagement. Using the technique of equation modeling, the use of research hypotheses on the analysis and exposure analysis. The research hypotheses were analyzed using structural equation modeling technique. The results showed that there is a positive and significant relationship between social responsibility and Organizational identification, Organizational identification with Work engagement and organizational citizenship behavior. It was also found that Organizational identificationplays a mediating role between social responsibility and Work engagement and organizational citizenship behavior.

The purpose of this study was to investigate the relationship between ethical leadership and organizational identification with unethical pro-organizational behavior mediated by organizational commitment. Unethical pro-organizational behavior refers to “actions that are intended to promote the effective functioning of the organization or its members, and violate core societal values, morales, laws, or standards of proper conduct”. This definition highlights two dimensions of Unethical pro-organizational behavior. First, UPOB is unethical in that it involves committing an action that goes against widely societal values, laws, or norms. Second, UPOB is intentional insofar as employees engage in the UPOB intending to benefit the organization, members of the organization, or their leader.

The present study was a descriptive correlational study. The population of the present study included all the employees of Shahid Chamran University of Ahvaz, from which 133 persons were selected by stratified random sampling method as the sample of the study. The data collection instruments were the ethical leadership (Brown et al.), organizational identification (Mael & Ashforth), unethical pro-organizational behavior (Umphress et al.), and organizational commitment (Allen & Meyer) questionnaires. Data were analyzed using structural equation modeling (SEM) in SPSS-23 and AMOS-23 softwares.

Structural equation modeling analysis confirmed the fitness of the proposed model. The results showed that ethical leadership and organizational identity have  positive and significant effects on unethical pro-organizational behavior (p<0.01). Also, the mediating role of organizational commitment in the relationships of ethical leadership and organizational identity with unethical pro-organizational behavior were confirmed (p<0.01).

In general, the results showed that when an organization has ethical leadership and employees have a high involvement with their work and work environment, in such circumstances, they will have more organizational commitment and will seek compensation according to social exchange theory. So,  probably they will have more unethical pro-organizational behavior To benefit their organization.

The purpose of this study was to investigate the relationship between ethical leadership, organizational identification and workplace spirituality with unethical pro-organizational behavior mediated by job satisfaction. The present study was a correlational study. The population of the present study included all the staff of Shahid Chamran University of Ahvaz, from which 133 people were selected by stratified random sampling as a sample of the present study. The data collection instruments were Ethical Leadership Questionnaire, Brown et al. (2005), organizational identification Questionnaire, Mael & Ashforth (1992), workplace spirituality Questionnaire Milliman et al. (2003), unethical pro-organizational behavior Questionnaire Umphress et al. (2010), and Job Satisfaction Questionnaire Barry Fieldworth (1951). Data were analyzed using structural equation modeling (SEM) in SPSS version 23 and AMOS 23 software programs. Structural SEM confirmed the proposed model’s fitness. The results indicated a direct and indirect relationship of ethical leadership, organizational identification, and workplace spirituality through job satisfaction on unethical pro-organizational behavior.

The goal of this study was to investigate the effect of perceived organizational justice (POJ) on perceived turnover intention (PTI) with the mediating effect of perceived organizational identification (POI)، organizational support (POS)، and job satisfaction (PJS) in a public organization in east of Iran. The type of research was applicational & descriptive، and research method was correlational based on path analysis. From 870 employees of the organization، 270 persons selected by stratified random sampling based on Krejcie & Morgan (1970) sampling table. Measurment and collecting data instruments were: Perceived D istributional Justice (Kim، Moon، and Tikoo، 2004)، Procedural and Interactional Juctice (Tabarsa، Esmaeli Givi and Esmaeli Givi، 1389)، POI (Mael and Ashforth، 1992)، POS (Edwards، 2009)، PJS (Spector، 1985)، and PTI (Sager، Griffeth and Hom، 1998). Data analysis did by Pearson correlation and path analysis method by LISREL software. Findings revealed acceptable correlation between all of variables in this study، and all hypothesis in all analysed path included: positive effect of perceived organizational justice on perceived organizational identification، and perceived organizational justice on job satisfaction، perceived organizational justice on organizational support، organizational support on job satisfaction، perceived organizational identification on job satisfaction، and negative effect of organizational support on perceived turnover intention، perceived organizational identification on perceived turnover intention، and job satisfaction on perceived turnover intention، were confirmed (P<0. 05). It means POJ (in order of beta) can separatly predict turnover intention from mediating role of organizational support، job satisfaction and organizational identification.