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Figure 2 shows the lines illustrating the linear and non-linearmodels of the relationship between organizational identification and workaholism.The figure demonstrates that the difference between the linear and non-linear modelsarises at the end of the lines, i.e. with low and high levels of organizationalidentification. Higher values on the workaholism scale are marked for thoseemployees having high (approximately above one standard deviation) scores on theorganizational identification scales. Employees having a low or medium level oforganizational identification obtained medium scores on the workaholism scale aswell. Thus these results support hypothesis 2a on the non-linear relationship betweenorganizational identification and workaholism.17Figure 2.

Linear and non-linear relationship between organizational identification and workaholism.The variable values were standardized. The grey color is used to indicate the 95% confidenceinterval.The path analysis showed that there is an indirect positive effect thatidentification through workaholism has on emotional exhaustion and work-familyconflict. The low-level organizational identification increase does not entail anygrowth of emotional exhaustion or work-family conflict. However, this is the casewith medium- and high-level organizational identification (see Figure 3 A and B). Inother words, in the groups of employees having medium- and high-levelorganizational identification the increase in the level of identification is accompaniedby the growth of workaholism, which, in turn, goes together with the rise inemotional exhaustion and the perceived work-family conflict.

Thus hypotheses 2dand 2e were confirmed.18Figure 3. Instantaneous indirect (workaholism-mediated) effect of organizational identification onemotional exhaustion (A), on work-family conflict (B), job satisfaction (C) and work engagement(D). The grey color is used to indicate the 95% confidence interval.Concerning the workaholism-mediated indirect effect of identification on jobsatisfaction and work engagement, the outcomes obtained proved surprising. Indirecteffects (mediated by workaholism) of identification in groups where the level ofidentification was medium or high were estimated as positive (with job satisfaction19standing at 0.030 and 0.052, work engagement at 0.074 and 0.129 respectively), i.е.the higher their level of identification, the higher their workaholism and the highertheir job satisfaction and work engagement (see Figure 3 C and D).

This result fails toconfirm hypothesis 2 and, moreover, it contradicts it. Thus, hypotheses 2a and 2bwere not confirmed.Thus, the hypothesis on the non-linear relationship failed to find any empiricalproof. The research outcomes demonstrated the absence of empirical evidence to thenon-linear character of the relationship (U-shaped or its reverse) betweenorganizational identification and the four indicators of the employee well-being,namely, job satisfaction, work engagement, emotional exhaustion, and work-familyconflict. On the whole, the results revealed that the stronger employees identify withthe organization, the more they are satisfied with their job and engaged in work, andthe less they suffer from emotional exhaustion.

This is the kind of the relationshipobserved at any level of organizational identification. However, the increase in thelevel of organizational identification is accompanied by the growth in the workfamily conflict. This process also goes in a similar fashion at all identification levels.In other words, there is a divergent relationship observed in regard to differentemployee well-being indicators and organizational identification. The three indicatorsdemonstrate that the increase in the level of identification is linked to the growth inwell-being, whereas the fourth indicator shows that this increase entails the reductionin well-being.The research also demonstrates the presence of the non-linear relationshipbetween organizational identification and workaholism, namely, with low andmedium levels of organizational identification, its increase does not go hand in handwith the growth in the amount of workaholism.

However, the rise in the already highlevel organizational identification leads to the growth of workaholism. In otherwords, employees characterized by strong organizational identification tend to workmore than formally required, to constantly think about working and engage in it tothe detriment of other activities and spheres of life.20As it was expected, there are indirect positive workaholism-mediated effects thatorganizational identification has on emotional exhaustion and work-family conflict.These effects arise only with the high level of organizational identification.

In otherwords, strong identification facilitates the rise in excessive and compulsory working,which, in turn, triggers the increase in emotional exhaustion and work-familyconflict.Nevertheless, these consequences were not observed for the two other wellbeing indicators, i.e. job satisfaction and work engagement. The research revealed anindirect as well as positive workaholism-mediated effect that organizationalidentification has on job satisfaction and work engagement. The higher level oforganizational identification is related to higher levels of satisfaction and workengagement both directly and through workaholism.

In other words, employees withstrong organizational identification tend to work more excessively and compulsively,yet they turn out to experience higher job satisfaction and work engagement.All things considered, the outcomes of this research allow to conclude on theambivalent and controversial role of employees’ organizational identification.

On theone hand, belonging to an organization as a social group and identifying with itfacilitate the satisfaction of employees’ basic needs, which positively impacts theirwell-being. On the other hand, employees having a high degree of organizationalidentification tend to work excessively pursuing the employer’s interests as theyperceive them as their own. This excessive work may take negative forms and beaccompanied by increased working hours, addiction to work, developing emotionalexhaustion and life-work conflict. These outcomes empirically support the existenceof potentially negative consequences of organizational identification, which confirmsthe need to review the traditional approach to this phenomenon as a solely positiveone.

The results obtained do not deny the positive aspect of the feeling of belongingand identification of the employee with the organization, yet they demonstratepotential hazards lying in too strong identification, in which case its positive effectsmay be offset by the negative ones.21.

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