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

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.