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Originalia

Employee attachment in the short and long run

Antecedents and consequences of situatedand deep-structure identification

Published Online:October 03, 2006https://doi.org/10.1026/1617-6391.5.3.85

Abstract

Abstract. This article discusses the distinction between situated (i. e., temporary and limited) identification and deep-structure (i. e., enduring and multi-faceted) identification with organizations. Research in the social identity tradition suggests that managers can foster employees’ situated identification by emphasizing (a) organizational successes, (b) competition with other firms, (c) employees’ shared features, and (d) personal and organizational distinctiveness. Repeated exposure to these identity reinforcers can turn situated identification into deep-structure identification, especially when employees trust the organization and derive particularistic resources from it (e. g., recognition, information, status). This article concludes with the positive and negative consequences of deep-structure and situated identification for (a) the acceptance of organizational change, (b) reactions to threats to organizational status, and (c) temporary work relationships.


Vorübergehende und Dauerhafte Mitarbeiterbindung. Voraussetzungen und Konsequenzen situationsgebundener und tiefgehender Identifikation

Zusammenfassung. Dieser Artikel befasst sich mit der Unterscheidung zwischen situationsgebundener (“situated”, also vorübergehender und oberflächlicher) und tiefgehender (“deep-structure”, also dauerhafter) Identifikation mit Organisationen. Forschungsarbeiten in der Sozialen-Identitäts-Tradition legen nahe, dass Manager die situationsgebundene Identifikation von Mitarbeitern fördern können, indem sie folgendes betonen: (1) Erfolge der eigenen Organisation, (b) Gemeinsamkeiten zwischen den Mitarbeitern, (c) Wettbewerb mit anderen Organisationen und (d) einzigartige Merkmale der Organisation. Wiederholte Erfahrungen mit diesen Faktoren können die situationsgebundene in tiefgehende Identifikation umwandeln, besonders wenn die Mitarbeiter der Organisation vertrauen und partikularistische Ressourcen von ihr erhalten (z.B. Liebe, Information, Status). Die positiven und negativen Konsequenzen situationsgebundener und tiefgehender Identifikation für die Akzeptanz organisationalen Wandels, für Reaktionen auf Bedrohungen des Status der Organisation und für befristete Arbeitsverhältnisse werden diskutiert.

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