The influence of organisational identification on employee attitudes and behaviours in multinational higher education institutions

Stephen Wilkins, Muhammad Mohsin Butt, Carrie Amani Annabi

Research output: Contribution to journalArticle

11 Citations (Scopus)

Abstract

In order to operate effectively and efficiently, most higher education institutions depend on employees performing extra-role behaviours and being committed to staying with the organisation. This study assesses the extent to which organisational identification and employee satisfaction are antecedents of these two important behaviours. Key objectives of the research were to identify possible antecedents of organisational identification and to discover whether the consequences of organisational identification vary among the employees of multinational universities at home and foreign campuses. We developed a model that was tested using structural equation modelling, which assesses the influences of organisational identification on employee satisfaction, extra-role behaviours and turnover intentions. All of the paths in our model were significant, but employee identification, satisfaction and extra-role behaviours were lower at foreign branches than at the home campuses of universities, and turnover intentions were higher. These results suggest that higher education institutions need to implement different human resource strategies at home and foreign branches, with a focus on improving organisational identification at the foreign subsidiaries.

Original languageEnglish
Pages (from-to)48-66
Number of pages19
JournalJournal of Higher Education Policy and Management
Volume40
Issue number1
Early online date15 Dec 2017
DOIs
Publication statusPublished - 2 Jan 2018

Keywords

  • employee satisfaction
  • employee turnover intentions
  • international branch campuses
  • organisational citizenship behaviours
  • organisational identification
  • Transnational higher education

ASJC Scopus subject areas

  • Education
  • Public Administration

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