Details
| Original language | English |
|---|---|
| Pages (from-to) | 622-640 |
| Number of pages | 19 |
| Journal | European Journal of Work and Organizational Psychology |
| Volume | 31 |
| Issue number | 4 |
| Early online date | 7 Nov 2021 |
| Publication status | Published - 2022 |
Abstract
This study examines how organizations shape potential employees’ social identity prior to joining the organization. This is relevant in light of growing demands for knowledge workers together with a lack of knowledge about the determinants of employer attractiveness for this group. Our study uses different organizational crises as identity-threatening events and extends current research by showing how such events influence potential employees’ anticipations about social identity, as well as their perceptions of the organization’s attractiveness. Empirical evidence from our scenario-based experiments in the United Kingdom and the United States shows that identity changes occurring from organizational crises reduce organizational attractiveness and that anticipated self-continuity and anticipated self-esteem mediate this relationship. The effects become stronger with increasing crisis responsibility. More surprisingly, our qualitative data indicate that certain forms of crises can also attract certain types of employees by triggering organizational compassion, engagement to help the organization recover, and beliefs in learning and future improvements.
Keywords
- anticipated organizational identity, Identity threats, organizational attractiveness, organizational crises, signalling theory, social identity theory
ASJC Scopus subject areas
- Psychology(all)
- Applied Psychology
- Business, Management and Accounting(all)
- Organizational Behavior and Human Resource Management
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In: European Journal of Work and Organizational Psychology, Vol. 31, No. 4, 2022, p. 622-640.
Research output: Contribution to journal › Article › Research › peer review
}
TY - JOUR
T1 - Organizational attractiveness after identity threats of crises
T2 - how potential employees anticipate social identity
AU - Onken-Menke, Greta
AU - Lauritzen, Ghita Dragsdahl
AU - Nüesch, Stephan
AU - Foege, Johann Nils
PY - 2022
Y1 - 2022
N2 - This study examines how organizations shape potential employees’ social identity prior to joining the organization. This is relevant in light of growing demands for knowledge workers together with a lack of knowledge about the determinants of employer attractiveness for this group. Our study uses different organizational crises as identity-threatening events and extends current research by showing how such events influence potential employees’ anticipations about social identity, as well as their perceptions of the organization’s attractiveness. Empirical evidence from our scenario-based experiments in the United Kingdom and the United States shows that identity changes occurring from organizational crises reduce organizational attractiveness and that anticipated self-continuity and anticipated self-esteem mediate this relationship. The effects become stronger with increasing crisis responsibility. More surprisingly, our qualitative data indicate that certain forms of crises can also attract certain types of employees by triggering organizational compassion, engagement to help the organization recover, and beliefs in learning and future improvements.
AB - This study examines how organizations shape potential employees’ social identity prior to joining the organization. This is relevant in light of growing demands for knowledge workers together with a lack of knowledge about the determinants of employer attractiveness for this group. Our study uses different organizational crises as identity-threatening events and extends current research by showing how such events influence potential employees’ anticipations about social identity, as well as their perceptions of the organization’s attractiveness. Empirical evidence from our scenario-based experiments in the United Kingdom and the United States shows that identity changes occurring from organizational crises reduce organizational attractiveness and that anticipated self-continuity and anticipated self-esteem mediate this relationship. The effects become stronger with increasing crisis responsibility. More surprisingly, our qualitative data indicate that certain forms of crises can also attract certain types of employees by triggering organizational compassion, engagement to help the organization recover, and beliefs in learning and future improvements.
KW - anticipated organizational identity
KW - Identity threats
KW - organizational attractiveness
KW - organizational crises
KW - signalling theory
KW - social identity theory
UR - http://www.scopus.com/inward/record.url?scp=85118676767&partnerID=8YFLogxK
U2 - 10.1080/1359432X.2021.1990266
DO - 10.1080/1359432X.2021.1990266
M3 - Article
AN - SCOPUS:85118676767
VL - 31
SP - 622
EP - 640
JO - European Journal of Work and Organizational Psychology
JF - European Journal of Work and Organizational Psychology
SN - 1359-432X
IS - 4
ER -