ISSN 0439-755X
CN 11-1911/B
CN 11-1911/B
Acta Psychologica Sinica ›› 2023, Vol. 55 ›› Issue (12): 2035-2058.doi: 10.3724/SP.J.1041.2023.02035
• Reports of Empirical Studies • Previous Articles
LI Luyun1, JIA Liangding1(
), ZHANG Yijie1, WEI Liangyu2
Received:2022-12-31
Published:2023-12-25
Online:2023-10-16
Contact:
JIA Liangding
E-mail:jldyxlzs@nju.edu.cn
Supported by:LI Luyun, JIA Liangding, ZHANG Yijie, WEI Liangyu. (2023). Identity embarrassment and identity defense: The development of organizational identity of dispatched employees. Acta Psychologica Sinica, 55(12), 2035-2058.
| Identity salience | Structure | Analysis level | Identity issue | Examples |
|---|---|---|---|---|
| One identity is activated in one situation |  separate | collective identity | negative spillover | family identity and work identity (Knapp et al., |
| Two identities are activated in one situation |  crossed | personal identity, relational identity, collective identity | confusion, conflict | professional identity and organizational identity (Bamber & Iyer, organizational identity of the international joint venture and its parent firm (Li et al., |
| Two identities are activated in one situation |  nested | relational identity, collective identity | convergence, divergence | dual organizational identity of subsidiary managers in international or global multinational enterprises (Vora & Kostova, |
Table 1 Summary of researches of dual identity
| Identity salience | Structure | Analysis level | Identity issue | Examples |
|---|---|---|---|---|
| One identity is activated in one situation | separate | collective identity | negative spillover | family identity and work identity (Knapp et al., |
| Two identities are activated in one situation | crossed | personal identity, relational identity, collective identity | confusion, conflict | professional identity and organizational identity (Bamber & Iyer, organizational identity of the international joint venture and its parent firm (Li et al., |
| Two identities are activated in one situation | nested | relational identity, collective identity | convergence, divergence | dual organizational identity of subsidiary managers in international or global multinational enterprises (Vora & Kostova, |
Figure 1. Labor dispatch diagram. Image credit: Adapted from Ji (2013) with Cui and Fang (2015)
Figure 2. The dual organizational identity of dispatched employees: complementarity. Note. The two semicircles together form a full circle, representing the integrity of the dispatched employee’s organizational identity.
| Number | Sex | Age (years old) | Education level | Marital status | Job type | The type of the employing unit | Dispatch time (month) | Past dispatch experience | Average monthly earnings (￥) | AID, CID |
|---|---|---|---|---|---|---|---|---|---|---|
| XZ-01 | female | 26~29 | bachelor degree | unmarried | administrator | college | 12 | N | 3000~5000 | (low, low) |
| SB-02 | male | 20~25 | high school | unmarried | operator | enterprise | 11 | Y | 3000~5000 | (high, low) |
| GC-03 | male | 26~29 | high school | unmarried | project manager | enterprise | 11 | Y | 5000~10000 | (high, high) |
| XZ-04 | female | 26~29 | bachelor degree | unmarried | administrator | enterprise | 11 | Y | 5000~10000 | (low, low) |
| XZ-05 | female | 26~29 | bachelor degree | married, with children | administrator | public institution | 6 | N | 3000~5000 | (low, low) |
| SB-06 | male | 30~35 | high school | married, with children | operator | enterprise | 8 | Y | 3000~5000 | (high, high) |
| XZ-07 | female | 26~29 | bachelor degree | unmarried | administrator | enterprise | 12 | N | 3000~5000 | (low, low) |
| CP-08 | male | 20~25 | bachelor degree | unmarried | product tester | enterprise | 12 | N | 5000~10000 | (high, high) |
| GC-09 | male | 30~35 | Junior college degree | married, without children | project manager | enterprise | 12 | Y | 10000~20000 | (low, high) |
| SB-10 | male | 20~25 | bachelor degree | unmarried | operator | enterprise | 12 | N | 3000~5000 | (high, high) |
| CP-11 | male | 20~25 | bachelor degree | unmarried | product tester | enterprise | 9 | Y | ~ | (high, low) |
| QT-12 | female | 30~35 | Junior college degree | married, with children | storeroom clerk | enterprise | 6 | Y | 3000~5000 | (high, high) |
| …… | …… | |||||||||
| GC-18 | male | 20~25 | bachelor degree | unmarried | project manager | enterprise | 10 | N | 3000~5000 | (low, low) |
| XZ-19 | male | 26~29 | bachelor degree | unmarried | administrator | public institution | 12 | N | 2000~3000 | (low, low) |
| XZ-20 | female | 30~35 | bachelor degree | married, with children | administrator | public institution | 20 | Y | ~ | (high, low) |
| CX-21 | female | 26~29 | Junior college degree | unmarried | programmer | enterprise | 12 | Y | 5000~10000 | (high, low) |
| …… | …… | |||||||||
| QT-26 | female | 30~35 | Junior college degree | married, with children | bidding specialist | enterprise | 11 | Y | 3000~5000 | (low, high) |
| …… | …… | |||||||||
| XZ-29 | female | 26~29 | Master degree or above | unmarried | administrator | enterprise | 8 | N | 3000~5000 | (high, low) |
| QT-30 | female | 30~35 | bachelor degree | unmarried | assistant manager | enterprise | 9 | N | 5000~10000 | (low, low) |
| …… | …… | |||||||||
| CP-34 | female | 20~25 | bachelor degree | married, without children | product tester | enterprise | 9 | N | 3000~5000 | (low, low) |
Table 2 Basic information of interviewees1(The average monthly income was obtained at the first round of revision)
| Number | Sex | Age (years old) | Education level | Marital status | Job type | The type of the employing unit | Dispatch time (month) | Past dispatch experience | Average monthly earnings (￥) | AID, CID |
|---|---|---|---|---|---|---|---|---|---|---|
| XZ-01 | female | 26~29 | bachelor degree | unmarried | administrator | college | 12 | N | 3000~5000 | (low, low) |
| SB-02 | male | 20~25 | high school | unmarried | operator | enterprise | 11 | Y | 3000~5000 | (high, low) |
| GC-03 | male | 26~29 | high school | unmarried | project manager | enterprise | 11 | Y | 5000~10000 | (high, high) |
| XZ-04 | female | 26~29 | bachelor degree | unmarried | administrator | enterprise | 11 | Y | 5000~10000 | (low, low) |
| XZ-05 | female | 26~29 | bachelor degree | married, with children | administrator | public institution | 6 | N | 3000~5000 | (low, low) |
| SB-06 | male | 30~35 | high school | married, with children | operator | enterprise | 8 | Y | 3000~5000 | (high, high) |
| XZ-07 | female | 26~29 | bachelor degree | unmarried | administrator | enterprise | 12 | N | 3000~5000 | (low, low) |
| CP-08 | male | 20~25 | bachelor degree | unmarried | product tester | enterprise | 12 | N | 5000~10000 | (high, high) |
| GC-09 | male | 30~35 | Junior college degree | married, without children | project manager | enterprise | 12 | Y | 10000~20000 | (low, high) |
| SB-10 | male | 20~25 | bachelor degree | unmarried | operator | enterprise | 12 | N | 3000~5000 | (high, high) |
| CP-11 | male | 20~25 | bachelor degree | unmarried | product tester | enterprise | 9 | Y | ~ | (high, low) |
| QT-12 | female | 30~35 | Junior college degree | married, with children | storeroom clerk | enterprise | 6 | Y | 3000~5000 | (high, high) |
| …… | …… | |||||||||
| GC-18 | male | 20~25 | bachelor degree | unmarried | project manager | enterprise | 10 | N | 3000~5000 | (low, low) |
| XZ-19 | male | 26~29 | bachelor degree | unmarried | administrator | public institution | 12 | N | 2000~3000 | (low, low) |
| XZ-20 | female | 30~35 | bachelor degree | married, with children | administrator | public institution | 20 | Y | ~ | (high, low) |
| CX-21 | female | 26~29 | Junior college degree | unmarried | programmer | enterprise | 12 | Y | 5000~10000 | (high, low) |
| …… | …… | |||||||||
| QT-26 | female | 30~35 | Junior college degree | married, with children | bidding specialist | enterprise | 11 | Y | 3000~5000 | (low, high) |
| …… | …… | |||||||||
| XZ-29 | female | 26~29 | Master degree or above | unmarried | administrator | enterprise | 8 | N | 3000~5000 | (high, low) |
| QT-30 | female | 30~35 | bachelor degree | unmarried | assistant manager | enterprise | 9 | N | 5000~10000 | (low, low) |
| …… | …… | |||||||||
| CP-34 | female | 20~25 | bachelor degree | married, without children | product tester | enterprise | 9 | N | 3000~5000 | (low, low) |
Figure 3 A dynamic development model of the dual organizational identity of dispatched employees. Note. OIA stands for organizational identity of the dispatching unit; OIC stands for organizational identity of the employing unit; A stands for the dispatching unit, C stands for the employing unit. Match-Match, stands for the match of OIA expectation-experience and the match of the OIC expectation-experience. Mismatch-Mismatch, represents the mismatch of the OIA expectation-experience and the mismatch of OIC expectation-experience. Match-Mismatch, represents ① the mismatch of OIA expectation-experience, the match of OIC expectation-experience; ② the match of the OIA expectation-experience, the mismatch of the OIC expectation-experience.
| Quotations and labels | First order concepts | Second order concepts | Core concepts |
|---|---|---|---|
| After all, if I want to raise a child, I must choose something more stable, with a guaranteed salary, and then I can draw a percentage. If I have a job, I will do a lot of work if I can do it every day. Then, if it is unstable, I may also work for three months off for a month, I am not sure, so I still stay in the company. This is also the main reason for choosing this dispatch company at that time.【A-Expectation of stable income】(SB-06-176) | meet basic family expenses | The family stability need | Dual organizational identity expectation |
| At that time, it was considered that the dispatch company had a lot of work places, so it was easy to choose some locations closer to home. Because my daughter is less than one year old, it is very convenient for me to go home for a week or half a month to look after the children.【A-Expectation of child care】(CX-23-283) | fulfill family roles | ||
| 20 years of epidemic, at that time the epidemic was not very good (looking for a job). So I chose this one (the dispatching unit). It can quickly help find a job and solve the problem of eating first.【A-Food and clothing pressure】(CX-22-173) | temporarily relieve personal survival pressure. | ||
| In fact, the main reason for coming here is also, well, I would like to come to some well-known companies in China to take a look, such as expanding our knowledge, and learn about their skills and standards.【C-Future improvement of work skills】(CX-22-151) | Future self-improvement | The curved growth need | |
| I am in the north and relatively much in the south. There are not many in the north. Our domestic support for this semiconductor industry, I think it should be useful.【C-Future development prospects of the industry】(SB-13-61) | Career development prospects | ||
| Their threshold is graduate students from 985 and 211 universities, and undergraduates have to be 985 and 211, which is the basic threshold. You don't have this threshold, and you don't even have the opportunity to send your resume to them.……【C-High recruitment requirements】(CX-23-220) | Low threshold to enter the employing unit | ||
| (the group company where the dispatching unit belongs) should be regarded as the second largest enterprise in the county.【A-Industry ranking】(XZ-19-223) | Organizational status | The surface identification need | |
| This dispatch company is also relatively good in the industry. Salary, social security is fine.【A-Industry reputation】(GC-09-93) | Organizational reputation |
Table 3 Coding examples of dual organizational identity expectation
| Quotations and labels | First order concepts | Second order concepts | Core concepts |
|---|---|---|---|
| After all, if I want to raise a child, I must choose something more stable, with a guaranteed salary, and then I can draw a percentage. If I have a job, I will do a lot of work if I can do it every day. Then, if it is unstable, I may also work for three months off for a month, I am not sure, so I still stay in the company. This is also the main reason for choosing this dispatch company at that time.【A-Expectation of stable income】(SB-06-176) | meet basic family expenses | The family stability need | Dual organizational identity expectation |
| At that time, it was considered that the dispatch company had a lot of work places, so it was easy to choose some locations closer to home. Because my daughter is less than one year old, it is very convenient for me to go home for a week or half a month to look after the children.【A-Expectation of child care】(CX-23-283) | fulfill family roles | ||
| 20 years of epidemic, at that time the epidemic was not very good (looking for a job). So I chose this one (the dispatching unit). It can quickly help find a job and solve the problem of eating first.【A-Food and clothing pressure】(CX-22-173) | temporarily relieve personal survival pressure. | ||
| In fact, the main reason for coming here is also, well, I would like to come to some well-known companies in China to take a look, such as expanding our knowledge, and learn about their skills and standards.【C-Future improvement of work skills】(CX-22-151) | Future self-improvement | The curved growth need | |
| I am in the north and relatively much in the south. There are not many in the north. Our domestic support for this semiconductor industry, I think it should be useful.【C-Future development prospects of the industry】(SB-13-61) | Career development prospects | ||
| Their threshold is graduate students from 985 and 211 universities, and undergraduates have to be 985 and 211, which is the basic threshold. You don't have this threshold, and you don't even have the opportunity to send your resume to them.……【C-High recruitment requirements】(CX-23-220) | Low threshold to enter the employing unit | ||
| (the group company where the dispatching unit belongs) should be regarded as the second largest enterprise in the county.【A-Industry ranking】(XZ-19-223) | Organizational status | The surface identification need | |
| This dispatch company is also relatively good in the industry. Salary, social security is fine.【A-Industry reputation】(GC-09-93) | Organizational reputation |
| Quotations and labels | First order concepts | Second order concepts | Core concepts | |
|---|---|---|---|---|
| Then, like our (salary distribution), well, it depends on luck. Sometimes earlier, or earlier, for example, it will be put off until the 22nd.【A-Income uncertainty】(GC-18-15) Just when you're older, maybe he won't, maybe he won't fire you, um, but he'll give you a job that's not skilled at all... Maybe in a couple of years it'll just wipe me out.【A-Career development crisis】(XZ-05-167) The other is instability... Then if (the project) is not possible, it will be withdrawn at any time for you, and it will be withdrawn without reason.【C-The dispatching tasks’ stability】(CX-24-61) Just don't make too many mistakes. You have to be a little more careful than a regular worker... I was afraid you'd be sent back to that staffing company.【C-The fear of being returned】(XZ-15-186) | Insecurity AC | Asymmetric affective practices | Dual organizational identity experience | |
| They didn’t say they’d send you out there and leave you alone.【A-Trust perception based on service professionalism】(CP-08-127) My skills, they can’t do this job without me. As long as I am here, I will make sure that the process is normal.【C-Trust perception based on competency】(CP-28-32) Everyone understands and trusts each other, and if they can help, they are doing it【C-Trust perception based on interpersonal relationship】(XZ-29-95) No matter what you say, well, take it wrong or (afraid) you are greedy. So now many, many businesses are slowly letting them, and we don’t have the authority.【C-Trust perception based on employment patterns】(XZ-05-153) | Trust perception AC | |||
| A little tired, a lot of work is repetitive.【C-Work monotonicity/repeatability】(XZ-19-117) You see we are so tired every day, are so tired, and then it (the employer) also looks at your performance to give you grades or votes, so you will feel sometimes quite speechless… It might feel a little flat。【C-Work stress】(XZ-05-232) | Burnout C | |||
| And when I do some public welfare activities, I actually feel like, um, I am also a part of this place after all… a sense of achievement is in it.【C-Sense of work meaning】(XZ-07-97) The realization of value is that if you obtain the documents, you obtain the materials, and then the contents of the materials, that is, through my own efforts, that is, to help them improve.【Self-worth fulfillment】(CZ-14-178) | Sense of accomplishment C | |||
| If you can do it, you sign a contract with them, and if you don’t want to do it, you don’t have to… They have a lot of units in front of you, I am suitable for this, he will show you… You work here. You deserve that right.【A-Dispatch task selection】(QT-12-81) After all, I work here in the office, and I find good ways that I should be suggesting to everyone, and I don’t have too big, other ideas, because for me, these things don’t have too much interest.【C-work advice behavior】(XZ-16-161) | Work autonomy behaviors AC | Asymmetric behavioral practices | ||
| The leader, then, is so serious and responsible, it is worth learning from you, and you will certainly work harder than before.【C-Imitate or learn from leaders】(CP-08-54) I usually learn from others, mainly I follow them when others do their work.【C-Imitate or learn from colleagues】(XZ-15-149) | Imitation and learning behaviors C | |||
| Benefits, such as birthday gift cards, are operated by * * * (the name of the dispatch unit). Basically, they negotiate for a day and come to the company to send it to the employees.【A-Holiday benefit distribution】 (C-2-25) This is all that the labor dispatch company told me, and I can’t even talk to the factory (employer) about these things. It’s just that the labor dispatch company told you about what benefits… what medical pension insurance, your salary, base salary… these are all things that the labor dispatch company discussed with me【A-Salary and Social Security Consultation】(QT-12-96) | Communication of auxiliary activities A | |||
| Just drinking, partying, and so on. Let's have some fun.【A&C-Dinner event】(GC-03-39) In private, we often, um, how to put it, play badminton and table tennis together.【C-Recreational and sports activities】(XZ-17-49) There was a colleague before, he just had some emotional problems, and then everyone enlightened him.【C-Take care of each other in life】(SB-10-82) | Informal interpersonal interaction AC | Asymmetric behavioral practices | Dual organizational identity experience | |
| But my biggest feeling is that the work unit is very humane, it is a humane unit. Impersonal units, when you work, it may be a kind of atmosphere full of intrigue.【C-Cohesiveness of organizational atmosphere】(XZ-16-163) Their position level is quite strict, I feel like it.【C-Flexibility of organizational atmosphere】(GC-18-101) | Organizational atmosphere perception C | Asymmetric cognitive practices | ||
| Some units (employment units) inside the regular workers really look down on the dispatch workers, this is normal【C-Discrimination by colleagues】(A-1-68) Leaders don't look at us the same way they look at regular workers... He looks at you with a tinted eye.【C-Discrimination by managers】(CP-31-123) | Discrimination awareness C | |||
| Vampires, I feel. Other than that, nothing。【A-Negative evaluation of organizational values】(CX-22-228) Manufacturing is about the spirit of craftsmen. And many of the products we make are exported, such as Japan, Asian countries and European countries, so you must do something good. I'm sure I agree with that!【C-Positive evaluation of organizational values】(SB-13-161) | Evaluation of organizational values AC | |||
| Only the contract, the employment contract that says you're legally their employee, but in reality, you never feel like you're an employee there【A-Surface employment relationship】(XZ-01-61) You feel like an outsider when you go to * * (the employer) to work, and it feels like**【C-Perceiving oneself as not part of an organization】(CX-24-175) | Organizational member perception AC | |||
Table 4 Coding examples of dual organizational identity experience
| Quotations and labels | First order concepts | Second order concepts | Core concepts | |
|---|---|---|---|---|
| Then, like our (salary distribution), well, it depends on luck. Sometimes earlier, or earlier, for example, it will be put off until the 22nd.【A-Income uncertainty】(GC-18-15) Just when you're older, maybe he won't, maybe he won't fire you, um, but he'll give you a job that's not skilled at all... Maybe in a couple of years it'll just wipe me out.【A-Career development crisis】(XZ-05-167) The other is instability... Then if (the project) is not possible, it will be withdrawn at any time for you, and it will be withdrawn without reason.【C-The dispatching tasks’ stability】(CX-24-61) Just don't make too many mistakes. You have to be a little more careful than a regular worker... I was afraid you'd be sent back to that staffing company.【C-The fear of being returned】(XZ-15-186) | Insecurity AC | Asymmetric affective practices | Dual organizational identity experience | |
| They didn’t say they’d send you out there and leave you alone.【A-Trust perception based on service professionalism】(CP-08-127) My skills, they can’t do this job without me. As long as I am here, I will make sure that the process is normal.【C-Trust perception based on competency】(CP-28-32) Everyone understands and trusts each other, and if they can help, they are doing it【C-Trust perception based on interpersonal relationship】(XZ-29-95) No matter what you say, well, take it wrong or (afraid) you are greedy. So now many, many businesses are slowly letting them, and we don’t have the authority.【C-Trust perception based on employment patterns】(XZ-05-153) | Trust perception AC | |||
| A little tired, a lot of work is repetitive.【C-Work monotonicity/repeatability】(XZ-19-117) You see we are so tired every day, are so tired, and then it (the employer) also looks at your performance to give you grades or votes, so you will feel sometimes quite speechless… It might feel a little flat。【C-Work stress】(XZ-05-232) | Burnout C | |||
| And when I do some public welfare activities, I actually feel like, um, I am also a part of this place after all… a sense of achievement is in it.【C-Sense of work meaning】(XZ-07-97) The realization of value is that if you obtain the documents, you obtain the materials, and then the contents of the materials, that is, through my own efforts, that is, to help them improve.【Self-worth fulfillment】(CZ-14-178) | Sense of accomplishment C | |||
| If you can do it, you sign a contract with them, and if you don’t want to do it, you don’t have to… They have a lot of units in front of you, I am suitable for this, he will show you… You work here. You deserve that right.【A-Dispatch task selection】(QT-12-81) After all, I work here in the office, and I find good ways that I should be suggesting to everyone, and I don’t have too big, other ideas, because for me, these things don’t have too much interest.【C-work advice behavior】(XZ-16-161) | Work autonomy behaviors AC | Asymmetric behavioral practices | ||
| The leader, then, is so serious and responsible, it is worth learning from you, and you will certainly work harder than before.【C-Imitate or learn from leaders】(CP-08-54) I usually learn from others, mainly I follow them when others do their work.【C-Imitate or learn from colleagues】(XZ-15-149) | Imitation and learning behaviors C | |||
| Benefits, such as birthday gift cards, are operated by * * * (the name of the dispatch unit). Basically, they negotiate for a day and come to the company to send it to the employees.【A-Holiday benefit distribution】 (C-2-25) This is all that the labor dispatch company told me, and I can’t even talk to the factory (employer) about these things. It’s just that the labor dispatch company told you about what benefits… what medical pension insurance, your salary, base salary… these are all things that the labor dispatch company discussed with me【A-Salary and Social Security Consultation】(QT-12-96) | Communication of auxiliary activities A | |||
| Just drinking, partying, and so on. Let's have some fun.【A&C-Dinner event】(GC-03-39) In private, we often, um, how to put it, play badminton and table tennis together.【C-Recreational and sports activities】(XZ-17-49) There was a colleague before, he just had some emotional problems, and then everyone enlightened him.【C-Take care of each other in life】(SB-10-82) | Informal interpersonal interaction AC | Asymmetric behavioral practices | Dual organizational identity experience | |
| But my biggest feeling is that the work unit is very humane, it is a humane unit. Impersonal units, when you work, it may be a kind of atmosphere full of intrigue.【C-Cohesiveness of organizational atmosphere】(XZ-16-163) Their position level is quite strict, I feel like it.【C-Flexibility of organizational atmosphere】(GC-18-101) | Organizational atmosphere perception C | Asymmetric cognitive practices | ||
| Some units (employment units) inside the regular workers really look down on the dispatch workers, this is normal【C-Discrimination by colleagues】(A-1-68) Leaders don't look at us the same way they look at regular workers... He looks at you with a tinted eye.【C-Discrimination by managers】(CP-31-123) | Discrimination awareness C | |||
| Vampires, I feel. Other than that, nothing。【A-Negative evaluation of organizational values】(CX-22-228) Manufacturing is about the spirit of craftsmen. And many of the products we make are exported, such as Japan, Asian countries and European countries, so you must do something good. I'm sure I agree with that!【C-Positive evaluation of organizational values】(SB-13-161) | Evaluation of organizational values AC | |||
| Only the contract, the employment contract that says you're legally their employee, but in reality, you never feel like you're an employee there【A-Surface employment relationship】(XZ-01-61) You feel like an outsider when you go to * * (the employer) to work, and it feels like**【C-Perceiving oneself as not part of an organization】(CX-24-175) | Organizational member perception AC | |||
| Classification of the comparison of dual organizational identity expectation-Experience | Respondent number | Subtotal | |
|---|---|---|---|
| match?match | OIA Expectation?Experience: match OIC Expectation?Experience: match | SB-02; GC-03; SB-06; CP-08; SB-10; CP-11; QT-12; XZ-14; XZ-16; XZ-17; XZ-20 | 11 |
| match?mismatch | OIA Expectation?Experience: match OIC Expectation?Experience: mismatch | XZ-07; CX-21; CX-23; CX-25; SB-27; XZ-29; CP-31; XZ-33 | 8 |
| OIA Expectation?Experience: mismatch OIC Expectation?Experience: match | XZ-01; GC-09; SB-13; XZ-15; QT-26; CP-28; CX-32 | 7 | |
| mismatch?mismatch | OIA Expectation?Experience: mismatch OIC Expectation?Experience: mismatch | XZ-04; XZ-05; GC-18; XZ-19; CX-22; CX-24; QT-30; CP-34 | 8 |
Table 5 The description of the comparison of dual organizational identity expectation-experience
| Classification of the comparison of dual organizational identity expectation-Experience | Respondent number | Subtotal | |
|---|---|---|---|
| match?match | OIA Expectation?Experience: match OIC Expectation?Experience: match | SB-02; GC-03; SB-06; CP-08; SB-10; CP-11; QT-12; XZ-14; XZ-16; XZ-17; XZ-20 | 11 |
| match?mismatch | OIA Expectation?Experience: match OIC Expectation?Experience: mismatch | XZ-07; CX-21; CX-23; CX-25; SB-27; XZ-29; CP-31; XZ-33 | 8 |
| OIA Expectation?Experience: mismatch OIC Expectation?Experience: match | XZ-01; GC-09; SB-13; XZ-15; QT-26; CP-28; CX-32 | 7 | |
| mismatch?mismatch | OIA Expectation?Experience: mismatch OIC Expectation?Experience: mismatch | XZ-04; XZ-05; GC-18; XZ-19; CX-22; CX-24; QT-30; CP-34 | 8 |
| attention control | interpretive valence | defense strategies |
|---|---|---|
| release | negative | identity isolation |
| concentrate | negative | identity rumination |
| release | positive | identity comparison |
| concentrate | positive | Identity creation |
Table 6 Comparison of identity defense strategies
| attention control | interpretive valence | defense strategies |
|---|---|---|
| release | negative | identity isolation |
| concentrate | negative | identity rumination |
| release | positive | identity comparison |
| concentrate | positive | Identity creation |
| Quotations and labels | First order concepts | Second order concepts | Core concepts |
|---|---|---|---|
| You know, there is such a group of people in the society. But he has to survive, he has to go to the dispatch unit...... There is nothing wrong with dispatch.【Group social position creation】 (GC-09-95) This society is like this, some people are born into the upper class, and some people are poor. Like me, I didn't study hard enough and worked as a labor contractor, and there are many such people now.【Individual social position creation】(CX-32-73) | Social position creation | Identity creation | Dual organizational identity defense |
| In fact, my idea is in which line of work on the side, is to do a line of love, no matter what line of work is engaged in.【Devote to their jobs】(GC-09-79) Then instead of getting angry and complaining, you should be fighting for yourself, like taking the time to improve yourself.【Proactive pursuit of progress at work】(CX-32-75) | Work Meaning Creation | ||
| Even if there are some not so good comments, well, look, that is, it will try to minimize the contact with it (dispatch unit), you are in the ** (employing organization).【Weaken ties to the organization】(QT-26-141) Just know it's there, but we've never been...... come over here to work pretty much out of touch.【Emphasis on low communication and interaction with the organization】(XZ-01-61) | Psychological distance increases | Identity isolation | |
| It's got to be said that they, uh, they that one really has a really low presence with me.【Low sense of presence】(XZ-15-168) | Decreased importance | ||
| Basically, really, every month, because when to pay wages, exhausting energy. From the beginning of the month, the office starts to count the attendance, to the head of the section review, the supervisor, the director of the office review...... I signed, the dispatching agency to review...... The procedure is complicated...... sometimes. The formal workers have been paid, the system process is only halfway through. There was also a delay until the beginning of the second month before the payroll...... At that time, I thought how the labor dispatch payroll delayed and delayed.【Depletion of mental energy】(XZ-33-80) | Self-depletion | Identity rumination | |
| Like a longtime worker in a company, and in a company, he is a second-class employee. If you think about it, you have been working all your life, but you are "temporary" and have no roots. The dispatch company is nominally a "mother's family", but you are the water that she threw out, and you can't play any role at all.【Reflecting on their own possibilities for future development】(CP-31-130) I like varied work...... There are times when I would just, um, aspire more to be, um, freelance like that.【Envisioning the future of work】(XZ-07-115) | Self-reflection | ||
| Because, nowadays, there is actually a lot less work than before. Before, the leaders were pushing every day. We (dispatched employees) had to do the most tedious work. Sometimes, we can't finish the work within the time that he asked us to do, and the delay is almost one day. Leaders have bad feelings, scold you, speak very harshly, often. Now, compared to the past, too much better, occasionally the leader will dislike you a few words, but who called the leadership.【Intra-individual comparisons - downward comparisons】(XZ-29-95) | Rationalization of identity disadvantage | Identity comparison | |
| We are colleagues, his project, others buried so many mines, let him always trip, finished, he is also tired, and then changed to another company, indeed also a little bit of a pit, and then the other regular employees do not cooperate with him...... later he also left.【Inter-individual comparisons - downward comparisons】(CX-25-57) | Amplification of the comparative advantage of status |
Table 7 Coding examples of dual organizational identity defense
| Quotations and labels | First order concepts | Second order concepts | Core concepts |
|---|---|---|---|
| You know, there is such a group of people in the society. But he has to survive, he has to go to the dispatch unit...... There is nothing wrong with dispatch.【Group social position creation】 (GC-09-95) This society is like this, some people are born into the upper class, and some people are poor. Like me, I didn't study hard enough and worked as a labor contractor, and there are many such people now.【Individual social position creation】(CX-32-73) | Social position creation | Identity creation | Dual organizational identity defense |
| In fact, my idea is in which line of work on the side, is to do a line of love, no matter what line of work is engaged in.【Devote to their jobs】(GC-09-79) Then instead of getting angry and complaining, you should be fighting for yourself, like taking the time to improve yourself.【Proactive pursuit of progress at work】(CX-32-75) | Work Meaning Creation | ||
| Even if there are some not so good comments, well, look, that is, it will try to minimize the contact with it (dispatch unit), you are in the ** (employing organization).【Weaken ties to the organization】(QT-26-141) Just know it's there, but we've never been...... come over here to work pretty much out of touch.【Emphasis on low communication and interaction with the organization】(XZ-01-61) | Psychological distance increases | Identity isolation | |
| It's got to be said that they, uh, they that one really has a really low presence with me.【Low sense of presence】(XZ-15-168) | Decreased importance | ||
| Basically, really, every month, because when to pay wages, exhausting energy. From the beginning of the month, the office starts to count the attendance, to the head of the section review, the supervisor, the director of the office review...... I signed, the dispatching agency to review...... The procedure is complicated...... sometimes. The formal workers have been paid, the system process is only halfway through. There was also a delay until the beginning of the second month before the payroll...... At that time, I thought how the labor dispatch payroll delayed and delayed.【Depletion of mental energy】(XZ-33-80) | Self-depletion | Identity rumination | |
| Like a longtime worker in a company, and in a company, he is a second-class employee. If you think about it, you have been working all your life, but you are "temporary" and have no roots. The dispatch company is nominally a "mother's family", but you are the water that she threw out, and you can't play any role at all.【Reflecting on their own possibilities for future development】(CP-31-130) I like varied work...... There are times when I would just, um, aspire more to be, um, freelance like that.【Envisioning the future of work】(XZ-07-115) | Self-reflection | ||
| Because, nowadays, there is actually a lot less work than before. Before, the leaders were pushing every day. We (dispatched employees) had to do the most tedious work. Sometimes, we can't finish the work within the time that he asked us to do, and the delay is almost one day. Leaders have bad feelings, scold you, speak very harshly, often. Now, compared to the past, too much better, occasionally the leader will dislike you a few words, but who called the leadership.【Intra-individual comparisons - downward comparisons】(XZ-29-95) | Rationalization of identity disadvantage | Identity comparison | |
| We are colleagues, his project, others buried so many mines, let him always trip, finished, he is also tired, and then changed to another company, indeed also a little bit of a pit, and then the other regular employees do not cooperate with him...... later he also left.【Inter-individual comparisons - downward comparisons】(CX-25-57) | Amplification of the comparative advantage of status |
| Quotations and labels | First order concepts | Second order concepts | Core concepts |
|---|---|---|---|
| If there are no dispatched workers, there may be a lot of work that employers can't finish. This kind of labor dispatch actually helps * (employers) to carry out their work better. Because the leaders and colleagues inside (the employer) are very good, our own work is relatively smooth. It may be that the cooperation between the employer and this dispatch unit has matured, so there is no need to care about the outside view of labor dispatch. The labor dispatch on our side is not treated very well and unfairly, as mentioned in other companies.【Don't care about the negative comments from the outside world】 (XZ-20-191) | Discard Prejudice | Positive synergy based on social exchange | Synergistic effects of dual organizational identity |
| Labor dispatch unit is the government, cooperates with the government. They dare not break the rules, also abide by the labor contract... The government is looking for cooperation units, may consider more, after all, to be responsible for the people, right.【Trust guarantee】 (XZ-17-186) | Trust Transfer | ||
| Labor dispatch, they are giving me, giving me a communication with the current company, it belongs to a middle... Some inconvenient things, I will find that (the dispatching unit) to communicate, they then go to the employer to communicate.【Communication barrier removal】(SB-13-107) | Work barrier removal | ||
| They also want to make money from you, you have no value, they will not naturally, just as they valued you before. Then the coffee shop, not to mention, cares about your life or death, you can't make a profit, give up you and find another.【Heightened feelings of social deprivation】(QT-30-126) | Enhanced sense of relative deprivation | Negative synergy based on economic exchange | |
| Because on the whole, there is no very positive attitude. It can only be said that both * (employers) and expatriate companies are for the purpose of making money. Then you work to make money.【Lack of work motivation】(CX-25-89) For me, the personal feeling is likely to have a slack heart... There's no need to actively work hard.【Reduce work effort】(CX-24-181) | Insufficient work motivation | ||
| You (the dispatch unit) can't just charge for labor dispatch fees... (We) can even work more and get less money... We don't have any way to increase our salary... We can't see the future, so we just keep thinking and running far away.【Stay or go based on financial rewards】(XZ-19-209) One of them treats you as a commodity, the other treats you as a dog, and what do you still yearn for……This employment method definitely requires giving more money and holding it in hand. So many of us are actually unwilling to pay insurance, who knows what will happen in the future and whether we can still get it.【focus on the short term】(CP-34-167) | Enhancement of turnover intention |
Table 8 Coding examples of synergistic effects of dual organizational identity
| Quotations and labels | First order concepts | Second order concepts | Core concepts |
|---|---|---|---|
| If there are no dispatched workers, there may be a lot of work that employers can't finish. This kind of labor dispatch actually helps * (employers) to carry out their work better. Because the leaders and colleagues inside (the employer) are very good, our own work is relatively smooth. It may be that the cooperation between the employer and this dispatch unit has matured, so there is no need to care about the outside view of labor dispatch. The labor dispatch on our side is not treated very well and unfairly, as mentioned in other companies.【Don't care about the negative comments from the outside world】 (XZ-20-191) | Discard Prejudice | Positive synergy based on social exchange | Synergistic effects of dual organizational identity |
| Labor dispatch unit is the government, cooperates with the government. They dare not break the rules, also abide by the labor contract... The government is looking for cooperation units, may consider more, after all, to be responsible for the people, right.【Trust guarantee】 (XZ-17-186) | Trust Transfer | ||
| Labor dispatch, they are giving me, giving me a communication with the current company, it belongs to a middle... Some inconvenient things, I will find that (the dispatching unit) to communicate, they then go to the employer to communicate.【Communication barrier removal】(SB-13-107) | Work barrier removal | ||
| They also want to make money from you, you have no value, they will not naturally, just as they valued you before. Then the coffee shop, not to mention, cares about your life or death, you can't make a profit, give up you and find another.【Heightened feelings of social deprivation】(QT-30-126) | Enhanced sense of relative deprivation | Negative synergy based on economic exchange | |
| Because on the whole, there is no very positive attitude. It can only be said that both * (employers) and expatriate companies are for the purpose of making money. Then you work to make money.【Lack of work motivation】(CX-25-89) For me, the personal feeling is likely to have a slack heart... There's no need to actively work hard.【Reduce work effort】(CX-24-181) | Insufficient work motivation | ||
| You (the dispatch unit) can't just charge for labor dispatch fees... (We) can even work more and get less money... We don't have any way to increase our salary... We can't see the future, so we just keep thinking and running far away.【Stay or go based on financial rewards】(XZ-19-209) One of them treats you as a commodity, the other treats you as a dog, and what do you still yearn for……This employment method definitely requires giving more money and holding it in hand. So many of us are actually unwilling to pay insurance, who knows what will happen in the future and whether we can still get it.【focus on the short term】(CP-34-167) | Enhancement of turnover intention |
| Quotations and labels | First order concepts | Second order concepts | Core concepts |
|---|---|---|---|
| On the whole, I identify with (the company). if they want to come, I can introduce them.【Identification】(SB-06-164) | Organizational identification of the dispatching unit | Dual organizational identity realization | Dual organizational identity outcomes |
| You feel that you are part of the company, that is, you feel that you are completely integrated into this company, that is, you feel, that is, a lot of this company is closely related to you, so it is very good. It just feels like you're part of the company.【Feeling of inclusion】(CP-08-130) | Organizational identification of the employing unit | ||
| Then it may be even more disagreeable.【Disidentification】(XZ-01-57) | Organizational disidentification of the dispatching unit | Dual organizational identity breakdown | |
| Many of the practices of this enterprise are wrong, and their own employees will also complain. I cannot identify with this organization.【Disidentification】(CP-31-178) | Organizational disidentification of the employing unit |
Table 9 Coding examples of outcomes of dual organizational identity
| Quotations and labels | First order concepts | Second order concepts | Core concepts |
|---|---|---|---|
| On the whole, I identify with (the company). if they want to come, I can introduce them.【Identification】(SB-06-164) | Organizational identification of the dispatching unit | Dual organizational identity realization | Dual organizational identity outcomes |
| You feel that you are part of the company, that is, you feel that you are completely integrated into this company, that is, you feel, that is, a lot of this company is closely related to you, so it is very good. It just feels like you're part of the company.【Feeling of inclusion】(CP-08-130) | Organizational identification of the employing unit | ||
| Then it may be even more disagreeable.【Disidentification】(XZ-01-57) | Organizational disidentification of the dispatching unit | Dual organizational identity breakdown | |
| Many of the practices of this enterprise are wrong, and their own employees will also complain. I cannot identify with this organization.【Disidentification】(CP-31-178) | Organizational disidentification of the employing unit |
| [1] |
Ashforth, B. E., & Mael, F. (1989). Social identity theory and the organization. Academy of Management Review, 14(1), 20-39.
doi: 10.2307/258189 URL |
| [2] |
Ashforth, B. E., & Schinoff, B. S. (2016). Identity under construction: How individuals come to define themselves in organizations. Annual Review of Organizational Psychology and Organizational Behavior, 3(1), 111-137.
doi: 10.1146/orgpsych.2016.3.issue-1 URL |
| [3] |
Ashforth, B. E., Harrison, S. H., & Corley, K. G. (2008). Identification in organizations: An examination of four fundamental questions. Journal of Management, 34(3), 325-374.
doi: 10.1177/0149206308316059 URL |
| [4] |
Ashforth, B. E., Kreiner, G. E., & Fugate, M. (2000). All in a day's work: Boundaries and micro role transitions. Academy of Management Review, 25(3), 472-491.
doi: 10.2307/259305 URL |
| [5] |
Ashforth, B. E., Rogers, K. M., & Corley, K. G. (2011). Identity in organizations: Exploring cross-level dynamics. Organization Science, 22(5), 1144-1156.
doi: 10.1287/orsc.1100.0591 URL |
| [6] |
Bamber, E. M., & Iyer, V. M. (2002). Big 5 auditors' professional and organizational identification: Consistency or conflict?. Auditing: A Journal of Practice & Theory, 21(2), 21-38.
doi: 10.2308/aud.2002.21.2.21 URL |
| [7] |
Bataille, C. D., & Vough, H. C. (2022). More than the sum of my parts: An intrapersonal network approach to identity work in response to identity opportunities and threats. Academy of Management Review, 47(1), 93-115.
doi: 10.5465/amr.2018.0026 URL |
| [8] |
Boswell, W. R., Watkins, M. B., del Carmen Triana, M., Zardkoohi, A., Ren, R., & Umphress, E. E. (2012). Second-class citizen? Contract workers' perceived status, dual commitment and intent to quit. Journal of Vocational Behavior, 80(2), 454-463.
doi: 10.1016/j.jvb.2011.12.003 URL |
| [9] |
Brewer, M. B. (1999). Multiple identities and identity transition: Implications for Hong Kong. International Journal of Intercultural Relations, 23(2), 187-197.
doi: 10.1016/S0147-1767(98)00034-0 URL |
| [10] |
Brown, A. D. (2015). Identities and identity work in organizations. International Journal of Management Reviews, 17(1), 20-40.
doi: 10.1111/ijmr.2015.17.issue-1 URL |
| [11] | Camerman, J., Cropanzano, R., & Vandenberghe, C. (2007). The Benefits of justice for temporary workers. Group & Organization Management, 32(2), 176-207. |
| [12] | Cao, K. A. (2018). Labor dispatching management (Reprint edition). Shanghai: Fundan University Press. |
| [13] |
Caprar, D. V., Walker, B. W., & Ashforth, B. E. (2022). The dark side of strong identification in organizations: A conceptual review. Academy of Management Annals, 16(2), 759-805.
doi: 10.5465/annals.2020.0338 URL |
| [14] |
Caza, B. B., Vough, H., & Puranik, H. (2018). Identity work in organizations and occupations: Definitions, theories, and pathways forward. Journal of Organizational Behavior, 39(7), 889-910.
doi: 10.1002/job.v39.7 URL |
| [15] |
Connelly, C. E., Gallagher, D. G., & Webster, J. (2011). Predicting temporary agency workers' behaviors: Justice, volition, and spillover. Career Development International, 16(2), 178-194.
doi: 10.1108/13620431111115622 URL |
| [16] |
Cooper, D., Rockmann, K. W., Moteabbed, S., & Thatcher, S. M. (2021). Integrator or gremlin? Identity partnerships and team newcomer socialization. Academy of Management Review, 46(1), 128-146.
doi: 10.5465/amr.2018.0014 URL |
| [17] | Corbin, J., & Strauss, A. (2015). Basics of Qualitative Research: Techniques and Procedures for Developing Grounded Theory (4th). Thousand Oaks, CA: Sage Publications. |
| [18] | Cui, Y. N., & Fang, L. H. (2015). Guidance in HR legal management③: Management of Special employees. Beijing: China CITIC Press. |
| [19] |
de Bloom, J., Vaziri, H., Tay, L., & Kujanpää, M. (2020). An identity-based integrative needs model of crafting: Crafting within and across life domains. Journal of Applied Psychology, 105(12), 1423-1446.
doi: 10.1037/apl0000495 URL |
| [20] |
Devers, C. E., Dewett, T., Mishina, Y., & Belsito, C. A. (2009). A general theory of organizational stigma. Organization Science, 20(1), 154-171.
doi: 10.1287/orsc.1080.0367 URL |
| [21] |
Duan, J., Peluso, A. M., Yu, L., & Pilati, M. (2021). How employment relationship types influence employee work outcomes: The role of need for status and vigor. Journal of Business Research, 128, 211-221.
doi: 10.1016/j.jbusres.2021.01.051 URL |
| [22] |
Dumas, T. L., & Sanchez-Burks, J. (2015). The professional, the personal, and the ideal worker: Pressures and objectives shaping the boundary between life domains. Academy of Management Annals, 9(1), 803-843.
doi: 10.5465/19416520.2015.1028810 URL |
| [23] |
Edwards, J. R., & Rothbard, N. P. (2000). Mechanisms linking work and family: Clarifying the relationship between work and family constructs. Academy of Management Review, 25(1), 178-199.
doi: 10.2307/259269 URL |
| [24] |
George, E., & Chattopadhyay, P. (2005). One foot in each camp: The dual identification of contract workers. Administrative Science Quarterly, 50(1), 68-99.
doi: 10.2189/asqu.2005.50.1.68 URL |
| [25] |
Hirsh, J. B., & Kang, S. K. (2016). Mechanisms of identity conflict: Uncertainty, anxiety, and the behavioral inhibition system. Personality and Social Psychology Review, 20(3), 223-244.
doi: 10.1177/1088868315589475 pmid: 26048875 |
| [26] |
Hogg, M. A., & Terry, D. J. (2000). Social identity and self-categorization processes in organizational contexts. Academy of Management Review, 25(1), 121-140.
doi: 10.2307/259266 URL |
| [27] | Huang, L., & Chen, W. Z. (2014). Abusive supervision, leader-member exchange and employees’ workplace deviant behavior: The moderating role of employee's identity. Journal of Business Economics, 268(2), 40-48. |
| [28] |
Hünefeld, L., Gerstenberg, S., & Hüffmeier, J. (2020). Job satisfaction and mental health of temporary agency workers in Europe: A systematic review and research agenda. Work & Stress, 34(1), 82-110.
doi: 10.1080/02678373.2019.1567619 URL |
| [29] | Ji, L. (2013). Study on the effect of perceived organizational justice of dispatched labor on the employee voice (Unpublished doctorial dissertation). Jinlin University, Changchun, China. |
| [30] | Jia, X. D., & Heng, L. (2016). Research on the paradigm of Chinese indigenous management theory building bases on the grounded spirit, Chinese Journal of Management, 13(3), 336-346. |
| [31] |
Knapp, J. R., Smith, B. R., Kreiner, G. E., Sundaramurthy, C., & Barton, S. L. (2013). Managing boundaries through identity work: The role of individual and organizational identity tactics. Family Business Review, 26(4), 333-355.
doi: 10.1177/0894486512474036 URL |
| [32] |
Kreiner, G. E., & Ashforth, B. E. (2004). Evidence toward an expanded model of organizational identification. Journal of Organizational Behavior, 25(1), 1-27.
doi: 10.1002/(ISSN)1099-1379 URL |
| [33] |
Kreiner, G. E., Hollensbe, E. C., & Sheep, M. L. (2006). Where is the “me” among the “we”? Identity work and the search for optimal balance. Academy of Management Journal, 49(5), 1031-1057.
doi: 10.5465/amj.2006.22798186 URL |
| [34] |
Lee, K., Kim, M., & You, C. (2023). Betwixt and between: National and organizational identification of host country managers working in MNE subsidiaries. Academy of Management Journal, 66(3), 744-772.
doi: 10.5465/amj.2020.1810 URL |
| [35] | Li, J., Xin, K., & Pillutla, M. (2002). Multi-cultural leadership teams and organizational identification in international joint ventures. International Journal of Human Resource Management, 13(2), 320-337. |
| [36] |
Litchfield, R. C., Hirst, G., & van Knippenberg, D. (2021). Professional network identification: Searching for stability in transient knowledge work. Academy of Management Review, 46(2), 320-340.
doi: 10.5465/amr.2017.0388 URL |
| [37] | Liu, Y. M., & Li, G. P. (2016). The influence of perceived organizational support from employing units to dispatched employees’ turnover intention——Moderated mediating effect. Management Review, 28(10), 193-201. |
| [38] |
Martini, M., Cavenago, D., & Marafioti, E. (2021). Enhancing the employability of temporary agency workers: The interplay between agency support and client company investments. The International Journal of Human Resource Management, 32(11), 2353-2381.
doi: 10.1080/09585192.2019.1579750 URL |
| [39] |
Piening, E. P., Salge, T. O., Antons, D., & Kreiner, G. E. (2020). Standing together or falling apart? understanding employees' responses to organizational identity threats. Academy of Management Review, 45(2), 325-351.
doi: 10.5465/amr.2016.0457 URL |
| [40] |
Ramarajan, L. (2014). Past, present and future research on multiple identities: Toward an intrapersonal network approach. Academy of Management Annals, 8(1), 589-659.
doi: 10.5465/19416520.2014.912379 URL |
| [41] |
Sluss, D. M., & Ashforth, B. E. (2008). How Relational and Organizational Identification Converge: Processes and conditions. Organization Science, 19(6), 807-823.
doi: 10.1287/orsc.1070.0349 URL |
| [42] |
Smith-Lovin, L. (2007). The strength of weak identities: social structural sources of self, situation and emotional experience. Social Psychology Quarterly, 70(2), 106-124.
doi: 10.1177/019027250707000203 URL |
| [43] | Tian, Y. P., & Wang, H. Y. (2017). From “agree” to “confrontation”. Hebei Academic Journal, 37(5), 181-188. |
| [44] |
Vora, D. E., & Kostova, T. (2007). A model of dual organizational identification in the context of the multinational enterprise. Journal of Organizational Behavior, 28(3), 327-350.
doi: 10.1002/job.v28:3 URL |
| [45] |
Vough, H. (2012). Not all identifications are created equal: Exploring employee accounts for workgroup, organizational, and professional identification. Organization Science, 23(3), 778-800.
doi: 10.1287/orsc.1110.0654 URL |
| [46] |
Wayne, S. J., Lemmon, G., Hoobler, J. M., Cheung, G. W., & Wilson, M. S. (2017). The ripple effect: A spillover model of the detrimental impact of work-family conflict on job success. Journal of Organizational Behavior, 38(6), 876-894.
doi: 10.1002/job.v38.6 URL |
| [47] | Xu, Y., & Zhao, S. M. (2011). An empirical study on the relationship of social exchange and economic exchange to affective commitment and turnover intention: Moderating role of leader-member exchange relationship. Science of Science and Management of S. & T., 32(11), 159-165. |
| [48] | Zhang, X. T., He, Z., Liu, Y. N., & Wang, H. Q. (2014). A research on voluntary turnover of dispatched employees from six sigma perspective. Management Review, 26(9), 160-169. |
| [49] | Zhao, C. H., & Yang, Y. Y. (2015). Influence of labor dispatching employees’ perceived status on job embeddedness: Dual affective commitment perspective. Economic Management, 37(6), 66-74. |
| [50] | Zhou, W. B., Jin, X., & Tan, S. B. (2014). Study on the effect of the labor dispatched employees’ organizational justice on job burnout-based on the psychological capital as mediating variable. Economic Management, 36(10), 88-96. |
| No related articles found! |
| Viewed | ||||||
|
Full text |
|
|||||
|
Abstract |
|
|||||
