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Managing identification at work Horstmeier, C.A.L.
2015
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Horstmeier, C. A. L. (2015). Managing identification at work: toward an integrated approach to identifcation.
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APPENDIX
ANAG ING I D E N T IF IC A T ION A T W OR K 2 1 0 CHAPTER 2
Studies and Correlations Included in the Meta-Analysis Overview of the Studies included in the Meta-Analyses
Study
Meta-analysis
Study sample Identification focus
N Context OrgId TeamId LeaderId Barker & Tompkins, 1994 Preliminary 68 Business OrgId .09
Bartels, Pruyn, De Jong, & Joustra, 2007 Preliminary 314 Other OrgId .15 Bernhard & O’Driscoll, 2011 MA 1 224 Business TFL .41
Carmeli, Atwater, & Levi, 2011 MA 1 Preliminary 203 203 Business Business TFL OrgId .28 .55 .47 Cheng, Chou, Wu, Huang, & Farh, 2004 MA 2 543 Business IInfl
IMoti IConsid
.73 .61 .66 Christ, Van Dick, Wagner, & Stellmacher, 2003 Preliminary 447 Other OrgId .47
Cho, 2007 MA 2 191 Business IConsid .67
A P P E ND 2 1 1
Overview of the Studies included in the Meta-Analyses (continued)
Study
Meta-analysis
Study sample Identification focus
N Context OrgId TeamId LeaderId Conger, Manugo, & Menon, 2000 MA 2 252 Business IStim
Iconsid IInfl IMoti .01 .32 .32 .12 Cregan, Bartram, & Stanton, 2009 MA 1 945 Health Care TFL .40 De Cremer & Van Knippenberg, 2002 MA 2 99 Other IMoti .41 De Cremer & Van Knippenberg, 2004 MA 2 s1:77
s2:102 Students Students IMoti IMoti .62 .51 De Cremer & Van Knippenberg, 2005 MA 2 198 Business IMoti .29
Effelsberg, Solga, & Gurt, 2013 MA 1 s1: 290 s2: 319 Business Business TFL .35 .29 Epitropaki, 2013 MA 1 864 Business TFL .55
Epitropaki & Martin, 2005 MA 1 502 Business TFL .57
ANAG ING I D E N T IF IC A T ION A T W OR K 2 1 2
Overview of the Studies included in the Meta-Analyses (continued)
Study
Meta-analysis
Study sample Identification focus
N Context OrgId TeamId LeaderId Georgada & Xenikou, 1992 MA 1
MA 2 202 Business TFL IStim IConsid .34 .33 .30 Hannah, Jennings, Bluhm, Peng, & Schaubroeck,
in press
MA 1 212 Military TFL .28
Hennessy & West, 1999 Preliminary 156 Health Care OrgId .21 Hirst, Van Dick, & Van Knippenberg, 2009 MA 2 115 Business Imoti .55 Hobman, Jackson, Jimmieson, & Martin, 2011 MA 2
A P P E ND 2 1 3
Overview of the Studies included in the Meta-Analyses (continued)
Study
Meta-analysis
Study sample Identification focus
N Context OrgId TeamId LeaderId Horstmeier, Homan, & Voelpel, unpublished, a MA 1
MA 2 Preliminary 439 Business TFL Iinfl Imoti Istim Iconsid OrgId TeamId .38 .35 .34 .28 .31 .34 .33 .29 .23 .26 .53 .50 .48 .40 .45 .40 .46 .50 Horstmeier, Homan, & Voelpel, unpublished, b MA 1
ANAG ING I D E N T IF IC A T ION A T W OR K 2 1 4
Overview of the Studies included in the Meta-Analyses (continued)
Study
Meta-analysis
Study sample Identification focus
N Context OrgId TeamId LeaderId
Hughes & Avey, 2009 MA 1 369 Business TFL .67
Johnson, Morgeson, Ilgen, Meyer, & Lloyd, 2006 Preliminary 590 Business OrgId .56 Kark, Shamir & Chen, 2003 MA 1
Preliminary 888 Business Business TFL TeamId .43 .79 .57 Kark, Waismel-Manor, & Shamir, 2012 MA 1 s1: 473
s2: 457 Business Business TFL TFL .73 .72
Kearney & Gebert, 2009 MA 1 62 Business TFL .32
Krishnan, 2005 MA 1 144 Other TFL .39
Lee, 2011 Preliminary 90 Business OrgId
TeamId
.43 .59 .54
Lee, Farh, & Chen, 2011 MA 2 71 Business IInfl .55
Leithwood & Jantzi, 1999 MA 1 98 Other TFL .27 Leithwood & Jantzi, 2000 MA 1 110 Other TFL .23
A P P E ND 2 1 5
Overview of the Studies included in the Meta-Analyses (continued)
Study
Meta-analysis
Study sample Identification focus
N Context OrgId TeamId LeaderId Lian, Brown, Tazer, & Che, 2011 MA 1
Preliminary MA 1 Preliminary s1: 397 s2: 197 Business Business Business Business TFL OrgId TFL OrgId .59 .39 .71 .54 .52 .39
Lisak & Erez, 2009 MA 1 298 Students TFL .41
Lisbona Banuelos, Morales Dominguez, & Palací Descals, 2006
Preliminary 151 Other OrgId .46
Liu, Zhu, & Yang, 2010 MA 1 Preliminary 191 Business Business TFL OrgId .31 .77 .23 Martin & Epitropaki, 2001 MA 1 439 Business TFL .33
Moriano, Molero, Topa, & Mangin, 2011 MA 1 186 Other/Mixed TFL .35
Olkkonen & Lipponen, 2006 Preliminary 160 Other OrgId .42
Rahn, 2012 MA 1 210 Health Care TFL .27
ANAG ING I D E N T IF IC A T ION A T W OR K 2 1 6
Overview of the Studies included in the Meta-Analyses (continued)
Study
Meta-analysis
Study sample Identification focus
N Context OrgId TeamId LeaderId Riketta & Nienaber, 2007 Preliminary 365 Business OrgId .46
Rozcenkova & Dimdins, 2011 MA 1 588 Military TFL .29 Schuh, Zhang, Gold, Graf, Pendey, &Van Dick,
2012 MA 1 s1: 216 s2: 109 Health Care Business TFL .23 .45 Scott, Connaughton, Diaz-Saenz, Maguire,
Ramirez, Richardson, Shaw, & Morgan, 1999
Preliminary 57 Other OrgId .67
Shamir, Zakay, Brainin, & Popper, 2000 MA 2 50 Military Iinfl Iconsid
.55 .59
Smith, Amiot, Callan, Terry, & Smith, 2012 Preliminary 471 Other OrgId .36
Soon Kim, unpublished MA 1
Preliminary 234 234 Business Business TFL OrgId .27 .28 .00 Stegmann & Schuh, unpublished MA 1
A P P E ND IX 2 1 7
Overview of the Studies included in the Meta-Analyses (continued)
Study
Meta-analysis
Study sample Identification focus
N Context OrgId TeamId LeaderId Stegmann & Schuh, unpublished (continued) MA 2 251 No
information
IStim IConsid
.28 .34 Stegman, Braun, Junken, & Van Dick, unpublished MA 2 270 No
information
IConsid .39
Tse & Chiu, 2014 MA 1 250 Business TFL .31
Van Dick, Van Knippenberg, Kerschreiter, Hertel, & Wieseke, 2008 Preliminary s1: 332 s2: 293 Business Business OrgId OrgId .60 .41 Van Dick, Wagner, Stellmacher, & Christ, 2004 Preliminary 355 Other OrgId .75 Van Knippenberg & Van Schie, 2000 Preliminary s1: 76
s2: 159 Other Business OrgId OrgId .07 ..41
Walumbwa & Hartnell, 2011 MA 1 426 Business TFL .34
Walumbwa, Avolio, & Zhu, 2008 MA 1 437 Business TFL .21 Wang & Howell, 2012 MA 1 60 (G)
200 (I)
Business TFL .31
ANAG ING I D E N T IF IC A T ION A T W OR K 2 1 8
Overview of the Studies included in the Meta-Analyses (continued)
Study
Meta-analysis
Study sample Identification focus
N Context OrgId TeamId LeaderId
Wang & Rode, 2010 MA 1 212 Business TFL .42
Wieseke, Kraus, Ahaerne, & Miklon, 2012 Preliminary 299 Business OrgId .49
Williams, 2011 Preliminary 147 Business OrgId .62
Wolfe, 2008 MA 1 MA 2 210 Business TFL Iinfl IMoti IStim IConsid .48 .33 .31 .33 .18
Wu, Tsui, & Kinicki, 2010 MA 1 70 Business TFL .34
Xenikou, 2013 MA 1 200 Other TFL .22
Zhang & Chen, 2013 Preliminary 469 Business OrgID .62
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APPENDIX
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APPENDIX
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228
CHAPTER 3
Measure of Consideration
Consideration was measured with six items from the Leader behavior Description
Questionnaire (Stogdill, 1962). The response format ranged from 1 (“almost never”) to 5 (“almost always”).
1. My leader is friendly and approachable.
2. My leader does little things to make it pleasant to be a member of the group. 3. My leader puts suggestions made by the group into operation.
4. My leader treats all group members as his/her equals. 5. My leader gives advance notice of changes.
6. My leader looks out for the personal welfare of group members.
Measure of Initiating Structure
Consideration was measured with seven items from the Leader behavior Description Questionnaire (Stogdill, 1962). The response format ranged from 1 (“almost never”) to 5 (“almost always”).
1. My leader encourages us so that everybody does his/her work the same way. 2. My leader decides what shall be done and how it shall be done.
3. My leader assigns group members to particular tasks.
4. My leader makes sure that his/her role as supervisor in the group is understood by the team members.
5. My leader schedules the work to be done.
6. My leader takes care that definite standards of performance and quality are maintained.
APPENDIX
Measure of Identification with the Leader
Identification with the leader was measured with five items from Mael and Ashforth (1992, 1995). The response format ranged from 1 (“completely disagree”) to 5 (“completely agree”).
1. When someone criticizes this leader, it feels like a personal insult. 2. I am very interested in what others think about this leader.
3. When I talk about the leader, I usually say “we” rather than “he/she”. 4. This leader’s successes are my successes.
5. When someone praises this leader, it feels like a personal compliment.
Measure of Identification with the Organization
Organizational identification was measured with five items from Mael and Ashforth (1992, 1995). The response format ranged from 1 (“completely disagree”) to 5 (“completely agree”).
1. When someone criticizes [insert company name], it feels like a personal insult. 2. I am very interested in what others think about [insert company name].
3. When I talk about [insert company name], I usually say “we” rather than “he/she”. 4. [Insert company name]’s successes are my successes.
230 Measure of Individual Performance
Individual performance was measured with two items from Van der Vegt and Bunderson (2005). The response format ranged from 1 (“far below average”) to 5 (“far above average”).
1. Compared to other employees performing a similar task, how would you rate this employee regarding quality.
2. Compared to other employees performing a similar task, how would you rate this employee regarding overall achievement.
Measure of Unit Performance
Unit performance was measured with two items from Van der Vegt and Bunderson (2005). The response format ranged from 1 (“far below average”) to 5 (“far above average”).
1. Compared to other units performing a similar task, how would you rate this unit regarding quality.
2. Compared to other units performing a similar task, how would you rate this unit regarding overall achievement.
Measure of Job Satisfaction
Job satisfaction was measured with three items from Heckman and Oldham (1975). The response format ranged from 1 (“completely disagree”) to 5 (“completely agree”).
APPENDIX
CHAPTER 4
Measure of Identification with the Supervisor
Identification with the supervisor was measured with five items from Mael and Ashforth (1992, 1995). The response format ranged from 1 (“completely disagree”) to 5
(“completely agree”).
1. When someone criticizes this supervisor, it feels like a personal insult. 2. I am very interested in what others think about this supervisor.
3. When I talk about the supervisor, I usually say “we” rather than “he/she”. 4. This supervisor’s successes are my successes.
5. When someone praises this supervisor, it feels like a personal compliment.
Measure of Identification with the Team
Team identification was measured with five items from Mael and Ashforth (1992, 1995). The response format ranged from 1 (“completely disagree”) to 5 (“completely agree”).
1. When someone criticizes my team, it feels like a personal insult. 2. I am very interested in what others think about my team.
3. When I talk about my team, I usually say “we” rather than “he/she”. 4. My team’s successes are my successes.
5. When someone praises my team, it feels like a personal compliment.
Measure of Identification with the Profession
Professional identification was measured with five items from Mael and Ashforth (1992, 1995). The response format ranged from 1 (“completely disagree”) to 5 (“completely agree”).
232
3. When I talk about my profession, I usually say “we” rather than “he/she”. 4. My profession’s successes are my successes.
5. When someone praises my profession, it feels like a personal compliment.
Measure of Social Support from the Supervisor
Social support from the supervisor was measured with four items from Snyder (2009). The response format ranged from 1 (“completely disagree”) to 5 (“completely agree”).
1. My supervisor says and does supportive things for me when I am feeling down. 2. My supervisor shows genuine concern for my problems.
3. My supervisor gives me good advice when I ask for it.
4. My supervisor listens to my side of the story even if he/she thinks that I am wrong.
Measure of Social Support from the Coworkers
Social support from coworkers was measured with four items from Snyder (2009). The response format ranged from 1 (“completely disagree”) to 5 (“completely agree”).
1. My coworkers say and do supportive things for me when I am feeling down. 2. My coworkers show genuine concern for my problems.
3. My coworkers give me good advice when I ask for it.
4. My coworkers listen to my side of the story even if he/she thinks that I am wrong.
Measure of Feedback from the Supervisor
Feedback from the supervisor was measured with ten items from Steelman, Levy, and Snell (2004). The response format ranged from 1 (“completely disagree”) to 5 (“completely agree”).
APPENDIX
4. My supervisor is fair when evaluating my job performance. 5. I frequently receive positive feedback from my supervisor. 6. I have confidence in the feedback my supervisor gives me.
7. My supervisor generally lets me know when I do a good job at work. 8. My supervisor gives me useful feedback about my job performance.
9. My supervisor tells me when my work performance does not meet organizational standards.
10.The feedback I receive from my supervisor helps me do my job.
Measure of Feedback from Coworkers
Feedback from coworkers was measured with ten items from Steelman, Levy, and Snell (2004). The response format ranged from 1 (“completely disagree”) to 5 (“completely agree”).
1. My coworkers are generally familiar with my performance on the job. 2. When I do a good job at work, my coworkers praise my performance. 3. On those occasions when I make a mistake at work, my coworkers tell me. 4. My coworkers are fair when evaluating my job performance.
5. I frequently receive positive feedback from my coworkers. 6. I have confidence in the feedback my coworkers give me.
7. My coworkers generally let me know when I do a good job at work. 8. My coworkers give me useful feedback about my job performance.
9. My coworkers tell me when my work performance does not meet organizational standards.
