Occupational Identity, Organizational Identity and Job Engagement
Keywords:
Occupational Identity, Organizational Identity, Job Engagement, Higher Education InstitutionsAbstract
The article finds overview teacher recruitment system in China, established for over two decades, has intricately shaped the dynamic interaction between educators and educational institutions. This framework has facilitated the evolution of a modern university personnel system, promoting rational workforce mobility and efficient resource allocation. In the current era marked by a comprehensive reform of teacher team construction, there is a heightened focus on enhancing teacher engagement, which is a key concern for both societal stakeholders and educational administrators. This study employed a mixed methods approach, combining quantitative and qualitative methodologies. A survey involving 430 teachers from higher education institutions and in-depth interviews with 6 teachers were conducted. The analysis revealed a significant positive impact of occupational identity on both organizational identity and job engagement. Organizational identity was identified as a partial mediator in the relationship between occupational identity and job engagement. Additionally, the study highlighted the moderating role of individual-organizational value fit in the connection between organizational identity and occupational identity. Building upon the aforementioned conclusions, practical recommendations are proposed for targeted interventions focused on elevating levels of occupational identity, organizational identity, and individual-organizational value fit. These concerted efforts are envisaged to collectively advance the overarching goal of augmenting teachers' engagement within the academic milieu. The perspectives considered encompass inputs from school administrators, societal stakeholders, and individual educators. 1)Focus on the Organizational and Cultural Atmosphere in Higher Education Institutions. 2)Improving Teachers' Occupational Image in Society. 3)Developing a Rational Incentive System for Teachers. 4)Building a Harmonious and Equitable Working Environment.
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