Despite increased interest in organizational identification as a fundamental linkage between individual and organizational performance, no attempts have been made to: (1) explore the simultaneous effects of personal, organizational, and broad contextual variables on the development of organizational identification; or (2) explicate the causal relationships among these classes of variables. To understand the direct and indirect effects of multiple level determinants, this study formulates and tests a causal model of organizational identification. The model is tested by a path analysis utilizing data form scales transferred from the United States to administrators in two ministries of the government of the Republic of Korea. The path analysis explicates relationships among seven independent variables and organizational identification: 1) length of tenure; 2) hierarchical position; 3) higher-order need gratification; 4) social attachment; 5) organizational structure; 6) personal identification; and 7) organizational prestige. Three variables-organizational prestige, personal orientation, and organizational structure were found to have both direct and indirect effects on the development of organizational identification. Three other variables length of tenure, hierarchical position, and social attachments were found to have only indirect effects on the development of organizational identification, and these effects were mediated through the variable of higher-order need gratification which directly effected the level and degree of organizational identification. It was also found that personal orientation, organizational structure, and organizational prestige, in combination, were more highly related to the degree of organizational identification than were the three independent variables taken one at a time. One of the more interesting findings is that where an individual`s level of higher-order need gratification was low, his emphasis on the value or importance of organizational identification increased. This finding contradicts previous findings from research in the United States. One possible explanation for this phenomenon lies in the theory of cognitive dissonance as it applies to the Korean work culture. It is argued that in Korean society, if a dissatisfied employee does not change jobs, he experiences dissonance because his feelings run counter to the cultural norm of organizational loyalty. In order to remove dissonance, Korean administrators will tend to emphasize the importance of organizational identification even though their own feelings fail to conform to the norm. Data related to social attachment led to the conclusion that identification with an organization is positively related to the degree to which there are other intra-organizational social attachments to which the work role can be referred. This finding contradicts previous findings in the United States and suggests that the relationships between individuals and intermediate groups in Korean ministries are generally supportive of organizational goals and are therefore important contributors to organizational identification.