Does Organisational Identification Affect Task Performance? Exploring Job Ambivalence as Moderator

Abstract

An enterprise's foundation is its employees, and in this dynamic environment, improving task performance is critical for preparing for change. The paper explores the intricate relationship between organisational identification and task performance while examining the moderating role of job ambivalence. The study used PLS-SEM 4 to analyse the data derived from 480 employees of service enterprises in India. The results indicate a positive association between organisational identification and task performance, and job ambivalence further moderates this relationship. Low levels of job ambivalence strengthen the positive relationship between organisational identification and task performance. This research also provides theoretical as well as practical implications for managers in implementing rational decisions and policies that focus on lowering employees' ambivalent state at work. The findings also provide more job clarity and a stronger sense of identification with the organisation, which will improve their task performance and help foster sustainable growth in the businesses.