Akademik Veri Yönetim Sistemi
EMI-2018 Social Science Congress, Girne, Kıbrıs (Kktc), 27 - 29 Nisan 2018, ss.69
One of the first things needed to be realized in an organization is the unity of thoughts and activities between the employees and the organization in order to achieve success. In the process of developing cooperation, it plays an important role to settle an identification between organizational identity and the employees’ personal identity. Making identification as an important part of the employees’ personality and making them proud when defining themselves as a member of the organization have turned out to be a key role in achieving long-term aims. In this context, an effective organizational identity, organizational trust and a high level of identification between employees and the organization have become more important issue, especially for today's learning organizations.
Perceived organizational identity defines the beliefs of employees about their organization in the context of their distinctive, unchanging and central qualities. Identification, as the degree of an employee’s integration with the organization, reveals when he starts to define himself with the basic perceived characteristics of the organization.
Another factor effecting identification is organizational trust. Organizational trust expresses the employees’ perception when they believe that they are backed up in difficult situations by the group members and managers and the organization. In this context, the concept of trust has been categorized into four sub-dimensions, trust in leader, colleagues, groups, and organization.
This study aims to analyse whether the perception of organizational identity and organizational trust effect the level of organizational identification. In addition, it is aimed to explore whether there are differences between organizational identity, organizational trust and organizational identification levels and various demographic and socio-economic characteristics of participants. The data were collected through a survey from 371 academic staff working at a public university. Regression analyses demonstrate that organizational trust (β = .519; p <.000) and organizational identity perceptions (β = .496; p <.000) have increased the level of employee’s identification. In the analysis of Kruskal-Wallis, it was determined that there is a difference in organizational identity perceptions within the context of independent variable age and that there is a significant difference between organizational trust and identification levels of the participants, considering their academic titles.
The results of the study support the view that organizational identity and organizational trust perceptions effect employees' organizational identification levels. Therefore, the main task of managers is to establish common thoughts, aims and collaboration between the organization and employees before they try to implement the new management understanding and strategies in their organizations. In this context, managers have an important role to build particularly a supportive organizational culture. In addition, the behaviours of the managers, exhibited in intra-organizational activities, will provide an important input to their followers’ organizational identity as they are role models for them.