Conroy, S. A., Becker, W. J., & Menges, J. I. (2017). The meaning of my feelings depends on who i am:
work- related identifications shape emotion effects in organizations. Academy Of Management Journal ,
60 (3), 1071-1093. doi:10.5465/amj.2014.1040
Main Findings: The authors' research reveals that the emotional experiences of individuals in
organizations are influenced by their work-related identifications, or the degree to which they feel
connected to and defined by their work roles. Specifically, two types of work-related identifications are
examined: organizational identification (identifying with the organization as a whole) and occupational
identification (identifying with their specific job or occupation).
Emotion-Identification Fit: The study finds that when an individual's emotions align with their workrelated identifications, the impact of those emotions on their job satisfaction and performance is more
positive. For instance, when an employee who strongly identifies with their organization experiences
positive emotions like pride, it leads to increased job satisfaction and better performance. Conversely,
when emotions do not align with identifications, their effects can be less positive or even negative.
Emotion-Identification Misfit: In cases where there is a misfit between emotions and work-related
identifications, the emotional impact can be detrimental. For instance, an individual who identifies
strongly with their occupation but experiences negative emotions like frustration due to their work, may
have reduced job satisfaction and performance.
Theoretical Justifications: The study is grounded in the following theoretical frameworks:
Social Identity Theory: This theory suggests that individuals categorize themselves and others into
various social groups, and their self-esteem is tied to the groups they identify with. In this study,
organizational and occupational identifications serve as the basis for such categorizations, influencing
how emotions are experienced and their subsequent effects.
Emotion Regulation Theory: The authors draw on this theory to explain how individuals manage and
regulate their emotions in a way that aligns with their self-concept. Emotion-identification fit or misfit
affects how individuals regulate their emotions and, consequently, how those emotions impact their
well-being and performance.
Implications for Managers and Organizations: The findings of this study have significant implications for
managers and organizations aiming to enhance employee well-being and performance:
Identification Cultivation: Managers can promote positive emotional experiences and outcomes by
fostering a sense of identification among employees. Encouraging strong ties to both the organization
and the occupation can lead to better alignment between emotions and self-concept.
Emotion Management Strategies: Recognizing the impact of emotion-identification fit, managers can
work with employees to develop strategies for regulating emotions that enhance their alignment with
work-related identifications. This could involve providing support, autonomy, and resources to improve
emotional well-being.
Role Design and Job Crafting: Organizations can consider job design and job crafting initiatives that align
with employees' occupational identifications. This can help reduce the risk of negative emotions
stemming from a misfit between job tasks and employees' self-concept.
In summary, the study by Conroy, Becker, and Menges (2017) highlights the interplay between workrelated identifications and emotions within organizations. It demonstrates that the fit or misfit between
these factors significantly impacts job satisfaction and performance, offering valuable insights for
managers to create a more emotionally supportive and effective workplace.