Ambivalent identification: the role of job performance in strengthening organizational identification in healthcare settings

Purpose This study examines the direct impact of job performance on organizational identification and the mediating role of ambivalent identification among hospital employees. The aim is to provide a deeper understanding of how high-performing employees influence organizational identification, integrating both positive and negative experiences. Design/methodology/approach Data were collected from employees across three hospitals in Colombia and Argentina. The research utilized regression analysis and structural equation modelling (SEM) to test the proposed relationships between job performance, ambivalent identification and organizational identification. Multigroup SEM was used to assess differences by control variables. Findings The study reveals that job performance significantly influences organizational identification, a relationship scarcely explored in prior research. Ambivalent identification serves as a crucial mediator, offering a novel perspective on how employees’ mixed feelings towards their organization impact their overall identification. This dual role of ambivalent identification highlights the complex interplay between job performance and organizational outcomes, emphasizing the importance of managing both positive and negative employee experiences. Including ambivalent identification as a mediator increases explained variance in organizational identification by 18%. Originality/value This research breaks new ground by investigating the relatively unexplored pathway from job performance on organizational identification, incorporating ambivalent identification as a mediating variable. The use of the JD-R model to frame this relationship offers a comprehensive understanding of the dynamics involved, demonstrating the dual effects of job demands and resources on organizational outcomes. This study not only expands the theoretical understanding of these constructs but also provides practical implications for managing employee performance and organizational identification in the healthcare sector.