Eun-Suk Lee

Identifying Organizational Identification as a Basis for Attitudes and Behaviors: A Meta-Analytic Review

Organizational identification has been argued to have a unique value in explaining individual attitudes and behaviors in organizations, as it involves the essential definition of entities (i.e., individual and organizational identities). This review seeks meta-analytic evidence of the argument by examining how this identity-relevant construct functions in the nexus of attitudinal/behavioral constructs. The findings show that, first, organizational identification is significantly associated with key attitudes (job involvement, job satisfaction, and affective organizational commitment) and behaviors (in-role performance and extra-role performance) in organizations. Second, in the classic psychological model of attitude-behavior relations (Fishbein & Ajzen, 1975), organizational identification is positioned as a basis from which general sets of those attitudes and behaviors are engendered; organizational identification has a direct effect on general behavior above and beyond the effect of general attitude. Third, the effects of organizational identification are moderated by national culture, a higher-level social context wherein the organization is embedded, such that the effects are stronger in a collectivistic culture than in an individualistic culture. Theoretical and practical implications of the findings and future research directions are discussed.

Perceived underqualification and job attitudes: the role of transformational leadership

The purpose of this paper is to delve into perceived underqualification, which refers to employees’ awareness that they have deficient abilities relative to their job demands (abilities demands), leaving the other type, underqualification, unexplored. To address the neglect, this study investigates how perceived underqualification relates to job attitudes (job satisfaction, organizational commitment, and turnover intention) and how transformational leadership moderates the relationships.,Survey data were collected from employees working at diverse organizations in South Korea over two waves; at Time 1, perceived underqualification and transformational leadership were measured and at Time 2, job attitude variables were measured. Responses from 188 employees were used for hypothesis testing.,Perceived underqualification is negatively related to job satisfaction and organizational commitment and positively related to turnover intention when transformational leadership is low. However, under high transformational leadership, such negative attitudinal implications of perceived underqualification are weakened.,By examining underqualification for the first time, this study corrects the current incomplete and biased understanding of P–J misfit, which is exclusively overqualification-focused. In addition, this study provides new insight into individual responses to P–J misfit by revealing that the responses are not always negative. This study specifies transformational leadership as the contingency factor that enables such responses, thus further advancing the P–J misfit literature that has hardly examined the leadership effect.

Constructive Voice in an Organization in Decline: A Loss-Mitigation Model

Notwithstanding the scholarly belief drawing from Hirschman (1970) that unfavorable conditions lead to constructive voice, empirical studies have returned inconsistent results. To explain construct...

What Do Unions Do for Mothers? Paid Maternity Leave Use and the Multifaceted Roles of Labor Unions

The authors present a four-fold conceptual framework of union roles—with a focus on availability, awareness, affordability, and assurance—for enhancing workers’ paid maternity leave use. Using a pa...