Organizational Identification: Exploring the use of Training as an Employee Identification Marker in SMEs

Adekunle, Adetola ORCID: 0000-0002-9100-7245 (2019) Organizational Identification: Exploring the use of Training as an Employee Identification Marker in SMEs. PhD thesis, University of Gloucestershire. doi:10.46289/YHGT8523

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Abstract

Organizational identification (OI) is a fundamental organizational behavioural concept in business that influences employee belongingness with the organization, this study identified two key categories of factors (employee and organizational) that influence the employee OI process within SME- known as OI markers. The first category- employer situational-context markers are factors influencing employees’ OI process that employees do not have implementation control over but only experience and react to, such as vertical communication. The second category- employee situational-gap markers however include factors such as employees’ sense of in-company worth which are often cognitive and affective notions employees can control within SMEs. More specifically, emphasis was laid on ascertaining what role(s), training interventions, as a strategic human resource development (HRD) tool, play in influencing the employee OI process and thus the OI statuses of employees in SMEs within the UK. A conceptual OI framework was developed to facilitate the investigation using Dervin (1999) and Weick’s (1993) sense-making theories. The interpretative phenomenological analysis (IPA) method of analysis was employed for this exploratory study, using data from fifteen SME employees’ semi-structured interviews within the retail, health and social care, information and communication technology, financial and food industry of the UK economy. Training interventions emerged as a dual-role OI marker, with the research outcome proposition that employee OI statuses in SMEs occur as a vector component with both magnitude and directional attributes facilitated by employer situational-context and employee situational-gap markers. Specifically initiated and facilitated training interventions playing the roles of employer situational-context and employee situational-gap OI markers respectively. The identified vector quality of OI statuses further enhances the body of OI literature concerned with the non-static behaviour of employees OI status, as these can fluctuate between the two extremes of employee organizational disidentification or identification (EOD or EOI). An OI framework is proposed with which SMEs organizations could justifiably adjust their policies and procedures to imbue employees with a stronger sense of belongingness or OI status within their establishments.

Item Type: Thesis (PhD)
Thesis Advisors:
Thesis AdvisorEmailURL
Ward, Philippapward@glos.ac.ukhttps://www.glos.ac.uk/academic-schools/business/staff-profiles/pages/s2100738-philippa-ward.aspx
Bown, Robinrbown@glos.ac.ukhttps://www.glos.ac.uk/academic-schools/business/staff-profiles/pages/s2103934-robin-bown.aspx
Uncontrolled Keywords: Organizational Identification, Employees, OI Markers, SMEs, Training and Sense-making
Subjects: H Social Sciences > HD Industries. Land use. Labor > HD2340.8 Small and Medium-sized businesses, artisans, handcrafts, trades
H Social Sciences > HF Commerce > HF5001 Business > HF5549 Personnel management. Employment management
Divisions: Schools and Research Institutes > School of Business > Business, Entrepreneurship and Financial Management
Depositing User: Susan Turner
Date Deposited: 01 Feb 2021 15:28
Last Modified: 01 Feb 2021 15:40
URI: http://eprints.glos.ac.uk/id/eprint/9330

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