The Relationships Among Organizational Values, Organizational Identification, Leadership Identification And Staff Behaviors

The trend of M&A has been lasting for years in economic fields. However, most mergers can't meet merger organizations'expectation and end up in failure. Because they are over emphasis on such factors as strategy, market and scale while ignoring cultural difference.The issue of cultural difference, including national cultural difference in transnational merger and cultural difference between organizations.Due to the cultural difference between organizations in the process of merger, the staff may have no sense of identity towards new organization, new leadership and new team, which cause undesirable behaviors to the organization and affect merger performance. This paper takes staff's sense of identity as start point, reflects organizational culture by organizational values and follows the logic approach of "values---sense of identity----behavior". It explores different dimensions of organizational values impact on the staff's sense of identity and the sequent influence on the staff behavior after the merger.This paper conducted a questionnaire survey towards 819 employees from merged enterprises and higher schools in Hebei, Henan, Zhejiang, and Chongqing. The methods of internal consistency, correlation analysis, CITC analysis, and certainty factor analysis are adopted to test the reliability and validity of measuring scales. Independent sample T-test and variance analysis are utilized to test the effects of controlled variables. Multiple regression analysis is adopted to test the hypothesis supposed in this paper. Tasks and achievements in this research are as follows:(1) Studying the dimensions of organizational values affecting the staff's sense of identity. This research focuses on the cultural characteristics at the level of values, starts with the perspective of different staff's perception of organizational values before and after the merger, and analyzes the relationship between nine-dimensional organizational values and the sense of organizational identitification, leadership identitification. The results show that, firstly,4 the organizational values, including respect for employees, result orientation, risk bearing and social responsibility, have significant correlativity with the sense of organizational identification, and risk bearing has significant negative correlativity. Secondly,2 organizational values as respect for employees, result orientation, have significant correlativity with the sense of leadership identity and result orientation has significant negative correlativity.(2) Analyzing the impact of the two senses of identity on the staff behavior. The research shows that, firstly, the sense of organizational identification has significant correlativity with contribution behavior, supporting behavior and job retention inclination. Secondly, the sense leadership identity of has significant correlativity with supporting behavior, sluggish behavior, damaging behavior, and job retention inclination, the correlativity with contribution behavior is insignificant.(3) Comparing the different impact on staff behavior during process of merger between enterprise and higher schools, which result from the different organizational values influencing staff's sense of identity. The research finds that the impact of the organizational values on the senses of identity and the impact of the two senses of identity on the staff behavior also have significant difference.(4) It tests the mediator effects of organizational identification and leadership identification, between the organizational values and staff behaviors. It is found out that, among the organizational values, only moral ethics doesn't exert influence on staff behavior by identity; the values as respect to employees, risk bearing, result orientation, exert influence to staff behaviors entirely or partially by the after-merger identity.The results of empirical analysis support the research model suggested by this paper, which generates the following conclusions:(1) Organizational values affect the staff's sense of identification and behaviors to a great degree, but the affect of 9 Organizational values are different. After the merger is completed, the organizational value of employee orientation has more influence on the staff's sense of identity than the organizational value of organizational orientation.(2) Formation mechanism of the staff behavior after merger is different from that in common organizations. In stable environment, the sense of leadership identification has stronger effects on the staff behavior than the sense of organizational identification. However, the latter two are stronger than the former after the merger occurs.(3) Organizational values exert influences on staff behavior by the after-merger identity. The after-mergers should look out fostering staff's organization identity and leadership identity when carrying out organizational values. So and so soly, the positive effect that organization values exert on staff behavior could be strengthened. as well,the negative effect could be defused.(4) Result orientation has significant effects on encouraging the staff, but the opposite effects might be imposed if the staff feels that the leadership put over emphasis on working performance. Therefore, the leadership should not "Worship at the shrine of the established", but take smart ways to accelerate the change of performance appraisal.(5) Respect for employees is an important factor which helps to eliminate the staff's thought of "being merged" in a short period and thereby benefits gaining the staff's sense of organization identity and leadership. It is also a key for the merging party to quickly open up a new prospect and win "the heart of the staff".(6) When merging the enterprise and higher schools, there exist distinctive differences such as the formation mechanism which influence the staff's sense of organization identity and staff behaviors. It is suggested that the value systems which are significant to the organization itself should be promoted with stress according to the nature of the organization when building the organization cultures.