Organizational identity strength, identification, and commitment and their relationships to turnover intention: does organizational hierarchy matter?
基于一家大型钢铁制造企业10948名员工的数据，研究了组织身份强度、组织认同和组织承诺三个构念的区别，并考察了它们在不同管理层级下与离职意向的关系。
Abstract In the present study we sought to clarify the functional distinctions between organization identity strength, organizational identification, and organizational commitment. Data were obtained from 10 948 employees of a large steel manufacturer. First, confirmatory factor analysis was used to test the discriminant validity of the three focal constructs. Next, drawing on research that suggests hierarchical differentiation may influence individuals' conceptual frame of reference, we examined each focal construct's measurement equivalence across three hierarchical levels (officers, n = 1,056, middle‐management, n = 1049, workers, n = 1050). Finally, multigroup structural equation modeling was used to simultaneously estimate the between‐group correlations between turnover intention and organization identity strength, organizational identification, and organizational commitment. Results indicated that (a) the measures used to reflect the three focal constructs were empirically distinct, (b) the focal constructs were conceptually equivalent across hierarchical levels, and (c) the pattern of correlations with turnover intention was different for employees with management responsibilities versus workers with no management responsibility. The present findings suggest perceptions of a strong organizational identity, organizational identification, and organizational commitment may influence employees' turnover intention in unique ways, depending on their hierarchical level within the organization. Copyright © 2006 John Wiley & Sons, Ltd.