Organizational Cynicism and Its Impact on Organizational Pride in Industrial Organizations

Abstract

Organizational cynicism has been a topic of discussion and debate among employees and top management. The purpose of this study is to find out the relationship between organizational cynicism and organizational pride. Precisely, the objectives are to identify and measure organizational cynicism among employees in industrial organizations; to determine and measure the degree of organizational pride among employees in industrial organizations and to study the effect of organizational cynicism on the organizational pride of employees in industrial organizations. In this empirical research, the study population was employees of industrial organizations of Oman. Using a purposive sampling technique, nine industrial organizations from Oman were picked. With the help of structured questionnaire, data from 350 respondents was obtained. Structural equation modeling was used through Amos version 25.0 for data analysis. The results reveal that the two dimensions of organizational cynicism (affective cynicism and behavioral cynicism) have a significant and negative impact on emotional pride, while cognitive cynicism does not significantly effect emotional pride. The study results indicate that the one dimension of organizational cynicism (affective cynicism) has a significant impact on attitudinal pride, while the rest of the other dimensions (cognitive cynicism, behavioral cynicism) do not have a significant effect on attitudinal pride. The limitations and implications of the research are also discussed.

Relationship among organizational cynicism, perceived job insecurity and nurses’ work role performance

“…Nevertheless, the cognitive, affective, and behavioral components of cynicism have a strong effect on job attitudes. On contrary, the current results are not in agreement with the study results conducted by Durrah et al [6] as their study showed that the prevalence of organizational cynicism in the surveyed companies was low. They attributed this result to the healthy work environment in the studied companies which is not true in our study setting as declared earlier.…”

“…The results of the current study are in the same line with the Egyptian study in 2013 and others from 1997 to 2014 in other countries that presented the detrimental effect of organizational cynicism on employees' attitude. [2,6,25,[30][31][32][33][34] It's evident that the undesirable outcomes of organizational cynicism are nearly the same at diverse settings in the world. [12] Finally, organizational cynicism is a destructive perspective an employee holds toward his/her organization.…”

“…Employees experiencing cognitive cynicism believe that principles are often sacrificed for expediency, and that duplicity, deception, and personal interest are common in their organizations. [6] Concerning the feelings associated with cynicism or its affect aspect, organizational cynicism has usually associated with negative work attitudes such as job dissatisfaction, lack of commitment to the organization, perceptions of lack of organizational support and injustice. [7,8] With regards to behavioral aspect, cynical attitudes between employees and their organization appear in the form of undesirable behaviors.…”

Formulating an organizational pride model for the National Iranian Oil Company

“…The present study is based on the said definition. Durrah et al (2019) found that two dimensions of organizational pessimism (i.e. emotional pessimism and behavioral pessimism) have significant negative effects on emotional pride, while cognitive pessimism does not have any significant effects on emotional pride.…”

التـهکــم التنظیمى کــوسیــط بین القیــادة الســامــة والإنحــراف التنظیمی (بالتطبیق على العاملین بمدیــریــات الخــدمـات بمحـافظــة الـدقهلیــة)

“…‫دراسة‬ ‫وأشارت‬ ( Goodenough,2008,p Goodenough, 2008;Thau et al, 2009;Pelletier, 2010;Lian et al, 2012;Schmidt, 2014;Garcia et al, 2015;Hitchcock, 2015;Park et al, 2015;Paul, 2017;Malik et al, 2018;Ezeh et al, 2018;Ince, 2018;Dobbs & Do, 2019;Ju et al, 2019;Lyu et al, (Naus et al, 2007;Rubin et al, 2009 ;Shahzad & Mahmood, 2012;Chiaburu et al, 2013;Mete, 2013;Polatcan & Titrek, 2014;Sazkaya, 2014;Yıldız & Şaylıkay, 2014;Bang & Reio Jr, 2017;Durrah et al, 2019;Kwantes & Bond, 2019;Yang et al, 2020 Hollinger &Clark,1982;Aquino et al, 1999;Mulki et al, 2006;Goodenough,2008;Ferris et al, 2009;Tepper et al, 2009;de-Lara,2011;O'Neill et al, 2011;Lian et al, 2012;Shahzad & Mahmood,2012;Gils et al, 2015;Miller,2015;Chen et al, 2016;Hsieh & Wang,2016;Turel,2017;…”