Content area
Full Text
Contents
- Abstract
- The Importance of Political Affiliation
- Political Environment
- What Does Political Affiliation Denote?
- The Need for Research and Potential Power of Political Affiliation
- The near complete void of research on political similarity
- Political affiliation similarity is likely powerful
- Empirical results of demographic studies
- Lack of constraints on using political affiliation in decisions
- Stated intent to discriminate
- Information on Political Affiliation
- The Political Affiliation Model
- Organizational Personnel Actions
- Proposition 1
- Proposition 2
- Unique and Joint Effects of Similarity
- Proposition 3
- Proposition 4
- Proposition 5
- Moderating Influences
- Strength of political identification/disidentification
- Proposition 6
- Proposition 7
- Situational Factors
- Category-relevant events
- Proposition 8
- Minority status
- Proposition 9
- Moderating effects of situational factors
- Proposition 10
- Proposition 11
- Individuating Information
- Proposition 12
- Proposition 13
- Proposition 14
- Proposition 15
- Individual Reaction Decisions
- Effects of political affiliation
- Proposition 16
- Discussion
- Implications for Organizations in Terms of Practice
- Research-Related Issues
- Increasing number of parties
- Political affiliation versus political issue
- Politically disaffected individuals
- Faultlines
- Summary
Figures and Tables
Abstract
Organizational researchers have studied how individuals identify with groups and organizations and how this affiliation influences behavior for decades (e.g., Tajfel, 1982). Interestingly, investigation into political affiliation and political affiliation similarity in the organizational sciences is extremely rare. This is striking, given the deep political divides that exist between groups of individuals described in the political science literature. We draw from theories based on similarity, organizational identification, and person-environment fit, as well as theoretical notions related to individuating information, to develop a model, the political affiliation model (PAM), which describes the implications of political affiliation and political similarity for employment decisions. We set forth a number of propositions based on PAM, to spur future research in the organizational sciences for a timely topic which has received little attention.
Organizational researchers have studied how individuals identify with groups and organizations and how this affiliation influences behavior for decades (e.g., Tajfel, 1982). However, research linking group identification with personnel outcomes has most often focused on demographic group membership. In particular, organizational researchers have examined the effects of rater–ratee demographic similarity on work-related outcomes (e.g., Goldberg, Perry, Finkelstein, & Shull, 2014; McFarland, Ryan, Sacco, & Kriska, 2004; Mobley, 1982). While demographic categories are important for a variety...