Interface precision benchworks: A case study in organizational identification

Abstract

This study examined the process of organizational identification at a supported employment worksite (IPB) at a time the organization was undergoing a major operational transition. Based on observations, interviews and focus groups, the results of this study revealed: 1) IPB members shared a common identification with the mission of the organization, based on their discourse about the organization; 2) that identification came about from a gradual adaptation to the organization and its mission, such that those who were not willing to identify with the organizational goals chose not to become a member of the organization; and 3) consistency in communication is key in being able to maintain a shared vision of the organization, especially during time of transition. Implications for applied organizational communication research are discussed.