ABSTRACT
One of the most critical issues in management today is creating a sense of identification among one’s workforce (Cheney, 1991). However, several barriers exist that prevent members from developing perceptions of “oneness” with their organization (Ashforth and Mael, 1989). To begin, organizations are becoming increasingly diverse (e.g., through changes in employee demographics and globalization). Research suggests that this diversity may lead to employees viewing themselves less as members of organizations, and more as members of nonwork groups, such as those based on nationality, gender, age, and race. At the same time, the nature of organizations is changing. As organizations become “flatter” and empower their workers, traditional “hierarchical” means of creating a sense of membership among workers may no longer be effective. The dilemma for organizations is this: organizations face a lack of control at the same time workers are being given more opportunities to invest their loyalty elsewhere.
