Anais
Resumo do trabalho
Gestão de Pessoas · Políticas, Modelos e Práticas de gestão de pessoas
Título
THE ROLE OF TELEWORK CONFIGURATIONS IN ORGANIZACIONAL IDENTIFICATION: A STUDY IN LIGHT OF SOCIAL IDENTITY THEORY
Palavras-chave
TELEWORK
ORGANIZATIONAL IDENTIFICATION
SOCIAL IDENTITY THEORY
Autores
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Bruno Taranto MalheirosCENTRO UNIVERSITÁRIO AUGUSTO MOTTA (UNISUAM)
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PATRICIA AMELIA TOMEIPONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO (PUC-RIO)
Resumo
Introdução
Telework gained prominence in organizations, especially after the pandemic, and now requires an understanding of how its configurations affect the relationship between workers and organizations. Telework comprises various arrangements defined by organizations, with no single standard model. Studies have indicated the effects of telework on the employee–organization bond, as this connection is linked to antecedents and outcomes. However, no research has been identified that explores this relationship through the lens of social identity theory.
Problema de Pesquisa e Objetivo
Despite the consolidation of telework in different contexts, little is known about how the configurations adopted by organizations influence the worker–organization bond. Few studies have examined this phenomenon from the perspective of workers' sense of belonging to their professional groups. This research aimed to investigate how telework configurations relate to elements of organizational identification and explain different levels of identification, based on Social Identity Theory.
Fundamentação Teórica
Telework changes interaction and belonging dynamics, affecting how workers identify with the organization. It can manifest in different ways depending on the configurations established by the organization. Organizational identification refers to the psychological bond that leads individuals to perceive themselves as part of the organization (Ashforth & Mael, 1989). Social Identity Theory (Tajfel & Turner, 1986) contributes to understanding this process by explaining that identity is constructed through self-categorization and social comparison between groups.
Metodologia
This qualitative, exploratory study focused on understanding workers’ perceptions of telework and its effects on organizational identification. Twenty-two semi-structured interviews were conducted with federal public servants working remotely. Data analysis followed the categorical content analysis technique (Bardin, 2021), using inductive coding. Categories were organized based on telework dimensions and elements of organizational identification, in light of Social Identity Theory.
Análise dos Resultados
Nine propositions were formulated. Key findings include that flexible hours, telework intensity, and in-person meetings foster perceived prestige and sentimental attachment. Clear norms, organizational support, and good relationships with managers strengthen identification by promoting trust and emotional bonds. The construction of social identity is influenced by interpersonal interactions and mediated by institutional positioning.
Conclusão
Three categories of telework configurations were analyzed: general characteristics, organizational positioning, and relationships, in addition to perceived prestige and sentimentalism as central elements of OID (Mael & Ashforth, 1992). Clear norms, support, and good relationships with managers strengthen identification, while flexibility and in-person meetings enhance emotional bonding. The study confirms and expands on Wiesenfeld et al.’s (2001) findings about affiliation and social support in virtual contexts.
Contribuição / Impacto
This study confirms Wiesenfeld et al. (2001) by emphasizing the importance of affiliation and social support for organizational identification (OID) in telework. It broadens the understanding of how telework characteristics mediate these relationships, highlighting in-person meetings and management as key channels for fostering belonging. It contributes by mapping the impact of telework on OID, expanding debates on identity management and analyzing OID through the lens of Social Identity Theory. It offers practical insights for managers to align telework strategies with organizational goals.
Referências Bibliográficas
Allen et al. (2015).
Ashforth, B. E., & Mael, F. A. (1992).
Bardin, L. (2021).
Cooper & Kurland (2002).
Hogg, M. A., Terry, D. J., & White, K. M. (1995).
Kurland & Bailey (1999).
Leonardi, P. M. et al. (2024).
Mael, F., & Ashforth, B. E. (1989).
Stets, J. E., & Burke, P. J. (2000).
Tajfel, H., & Turner, J. C. (1986).
Wiesenfeld, B. M. et al. (2001).
Ashforth, B. E., & Mael, F. A. (1992).
Bardin, L. (2021).
Cooper & Kurland (2002).
Hogg, M. A., Terry, D. J., & White, K. M. (1995).
Kurland & Bailey (1999).
Leonardi, P. M. et al. (2024).
Mael, F., & Ashforth, B. E. (1989).
Stets, J. E., & Burke, P. J. (2000).
Tajfel, H., & Turner, J. C. (1986).
Wiesenfeld, B. M. et al. (2001).