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Professional identification : ウィキペディア英語版 | Professional identification Professional Identification is a type of social identification and is the sense of oneness individuals have with a profession (e.g. law, medicine) and the degree to which individuals define themselves as profession members.〔Ashforth B. E., & Mael F. A. (1989). Social Identity Theory and the Organization. Academy of Management Review, 14, 20-39.〕〔Cheney G. (1983). On the various and changing meanings of organizational membership: A field study of organizational identification. Communication Monographs, 50, 342-362.〕〔Dutton J. E., Dukerich J. M., & Harquail C. V. (1994). Organizational Images and Member Identification. Administrative Science Quarterly, 39, 239-263.〕〔Pratt, M.G., (1998). To be or not to be: Central Questions in organizational identification. In Whetten D.A., & Godfrey P.C. (Eds.): Identity in Organizations: Building theory through conversation (pp.171- 207). Thousand Oaks, CA: Sage.〕 == Sources of professional identification == Researchers have found that a desire for quality (rather than profits) is associated with professional identification.〔 Bamber, E.W. & Iyer, V.M. 2002. Big 5 auditors' professional and organizational identification: consistency or conflict? Auditing: A Journal of Practice and Theory〕 Organizations tend to be concerned with efficiency and profitability, whereas professions care mainly about providing the highest-quality service (as defined by the professions), almost regardless of cost or revenue considerations (Freidson, 2001). Administrators are usually seen as promoting profitability at the expense of profession-defined quality (Freidson, 2001).〔Freidson, E. 2001. Professionalism: The third logic. Chicago: University of Chicago Press.〕 In one notable study, practicing physicians viewed administrators with medical degrees (e.g., the M.D.) as “outsiders” to the medical profession because of what the physicians believed to be the administrators’ undue emphasis on organizational goals (Hoff, 1999: 336). Practicing physicians viewed administrators with MDs more negatively than those without MDs because the former were thought to have “betrayed” the medical profession by assuming administrative roles (Hoff, 1999: 344).〔Hoff, T. J. 1999. The social organization of physician-managers in a changing HMO. Work and Occupations, 26: 324 –351.〕
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