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Samenvattingen Deeltentamen 2COMMUNICATIE EN IDENTITEIT
Inhoudsopgave
Ellemers et al (2011). Corporate social responsibility as a source of organizational morality, employee
commitment and satisfaction. ................................................................................................................ 3
Conroy et al. Where there is light, there is dark: A review of the detrimental outcomes of high
organizational identification ................................................................................................................... 6
Ellemers (2020) Neuroscience and the social origins of moral behavior: how neural underpinnings of
social categorization and conformity affect every day moral and immoral behavior. ........................... 8
Pagliaro, et al. (2013). Initial impressions determine behaviors: Morality predicts the willingness to
help newcomers .................................................................................................................................... 11
Wigboldus & Douglas (2007). Language, stereotypes and intergroup relations .................................. 12
Roberson et al. Making Sense of Diversity in the Workplace: Organizational Justice and Language
Abstraction ............................................................................................................................................ 14
Porter et al. Inferring identity from language: Linguistic intergroup bias informs social categorization.
............................................................................................................................................................... 16
Heilman, Gender stereotypes and workplace bias ............................................................................... 18
Moscatelli et al. Men Should Be Competent, Women Should Have It All: Multiple Criteria in the
Evaluation of Female Job Candidates.................................................................................................... 20
Stout, when he doesn’t mean you: gender exclusive language as ostracism. ...................................... 22
Van der Vegt & Bunderson. Learning and performance in multidisciplinary teams: the importance of
collective team identification. ............................................................................................................... 24
Ely & Thomas (2001). Cultural diversity at work: The effects of diversity perspectives on work group
processes and outcomes. ...................................................................................................................... 26
Dobbin, & Kalev, (2016). Why diversity programs fail. ......................................................................... 29
Ellemers, & Rink, (2016). Diversity in work groups. .............................................................................. 30
Gündemir, et al. (2017). Multicultural meritocracy: The synergistic benefits of valuing diversity and
merit. ..................................................................................................................................................... 31
Bartlett, J. E., & Bartlett, M. E. (2011). Workplace bullying: An integrative literature review. ............ 33
Howard, M. C., Cogswell, J. E., & Smith, M. B. (2020). The antecedents and outcomes of workplace
ostracism: A meta-analysis .................................................................................................................... 34
Rutjens, et al. (2021). Science skepticism in times of COVID-19. .......................................................... 37
Rutjens & van der Lee, R. (2020). Spiritual skepticism? Heterogeneous science skepticism in the
Netherlands. .......................................................................................................................................... 39
Hornsey (2020). Why Facts Are Not Enough: Understanding and Managing the Motivated Rejection of
Science. .................................................................................................................................................. 41
Van der Linden, S. & Roozenbeek, J. (2021). Psychological inoculation against fake news. ................ 43
,
,Ellemers et al (2011). Corporate social responsibility as a
source of organizational morality, employee
commitment and satisfaction.
Two studies examine the relation between perceived organizational morality and employee attitudes
relevant to work motivation. Study 1 (N = 126) provides initial evidence that perceived organizational
morality relates to pride in the organization as well as affective commitment and work satisfaction of
employees. Study 2 (N = 649) further examines organizational Corporate Social Responsibility (CSR)
activities as a relevant source of perceived organizational morality that relates to employee’s attitudes
towards their work in the organization. SEM-modeling corroborates our reasoning that employees‟
perceptions of the organization’s CSR activities affect the perceived morality of the organization, which in
turn predicts employee commitment and satisfaction. Implications of these findings for theory
development and organizational policy are discussed.
MORALITY AS A SOURCE OF GROUP VALUE
Social Identity Theory (SIT) has been proposed as offering a framework that helps understand and predict
the attitudes and behaviors of individual employees. It builds on the assumption that people tend to think
of themselves in terms of the groups and organizations to which they belong.
Morality is an aspect of relational behavior which can be subsumed under the „warmth‟ cluster together
with sociability, mutual helping behavior, being honest, truthful and sincere
PERCEIVED ORGANIZATIONAL MORALITY AND ORGANIZATIONAL PRIDE
- It is argued that valued characteristics of the organization can be seen as a source of
organizational pride for individual employees, which elicits satisfaction with and commitment to
the organization, and hence can be an important source of employee cooperative behavior.
- the perceived morality of a group can constitute an important source of group value.
H1: Employees who perceive their organization as moral are likely to experience pride at being a member
of that organization.
PERCEIVED ORGANIZATIONAL MORALITY, AFFECTIVE COMMITMENT, AND WORK SATISFACTION
- Organizational commitment is generally seen as an indicator of psychological attachment to the
organization that is relevant to work motivation. Commitment indicates workers‟ willingness to
„go the extra mile‟ for the organization.
- affective commitment - this refers to a sense of emotional attachment to the organization, and is
most clearly related to indicators of employee motivation
- Work satisfaction refers to a positive emotional state resulting from the appraisal of one’s
experiences at work, which is relevant to work motivation.
- perceived morality of the organization can be seen as a relevant source of organizational value
and employee pride.
H2a: Organizational pride predicts employee’s affective commitment to the organization and (H2b) work
satisfaction.
H3a: Through its effect on organizational pride, perceived organizational morality should impact on
affective commitment (H3b) and work satisfaction.
, STUDY 1
- Method (employees, 5
organizations, questionnaire,
Likert scale,
Perceived morality
Pride
Affective org. commitment
Work satisfaction
Results
- Factor analyses – 4 factoren
- Structural model testing
- Hypothese testing – alle 3 effect gevonden
Discussion
- Some limitations (small sample)
STUDY 2
CSR and Organizational success
- Extend our analysis to examine the
connection between employee
perceptions of organizational
morality to the organization’s
involvement in CSR-activities.
- Corporate Social Responsibility
refers to the degree to which an
organization shows concern with the
broader impact of its activities, on its
employees as well as on the
community and the environment in which these activities take place.
CSR-activities and employee attitudes
- How relevant job attitudes of individual employees are affected by CSR activities
- Organizational image with respect to CSR covaries with the perceived attractiveness of the
organization to potential employees.
CSR-activities and Perceived Organizational Morality
H4a: the effects of perceived organizational morality on employee commitment (H4b) and work
satisfaction.
H5: There should be a relation between employee’s perceptions of the organization’s CSR-activities and
the extent to which they perceive the organization as being moral.
H6a: perceptions of organizational CSR-activities affect employee commitment (H6b) and satisfaction.
Method – questionnaire, large company, Likert scale
- CSR Activities (environment, ethical and community), Perceived morality, work satisfaction and
affective organizational commitment
Results
- Factor analyses (6 factoren)
- Structural model testing
- Hypotheses testing – all true
Discussion
- Support main prediction
- Perceptions on CSR contribute to perceived morality and so job attitudes
- CSR Ethics biggest influence, because influence day-to-day experience. And morality is closely
related to ethics (conceptual)
GENERAL DISCUSSION
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