This paper tries to identify the impact of Organizational Identification (OI) on Outstanding University Performance (OUP) at Sadat City University (SCU). Using Cheney, 1982; and Reese, 2014 for measuring OI and Kotler, 2000 for measuring OUP. About 400 survey questionnaires were distributed. Multiple follow-ups yielded 300 statistically usable questionnaires. Survey responses were 75%. The research has reached a number of results which are: (1) the general average of the areas of OI among the different categories of faculty members at the University of Sadat City is high. The organizational membership as one of the dimensions of OI ranked first, followed by organizational loyalty in the second place, and finally the organizational similarity in the third place as one of the dimensions of OI at SCU, (2) the general average of the areas of job performance among the various categories of faculty members at SCU is high. The beneficiaries as one of the dimensions of OUP ranked first, followed by the organizational culture in the second place, the resources in the third place, and finally the process as one of the dimensions of OUP at SCU, and (3) there is a statistically significant relationship between the areas of OI (OL, OS and OM), and OUP (beneficiaries, process, resources and organizational culture) at SCU. The study referred to a number of recommendations which are: (1) designing and implementing a set of training programs for all officials at SCU to maintain the level of OI among faculty members, and this can be done through the development of awareness among administrative leaders of the concept and importance and areas of OI and its positive effects both at the level of faculty member, or at the university level, (2) the officials at SCU maintain the level of OI, and can be done by increasing interest in faculty members, and meet their needs and desires periodically to achieve and satisfy the possible ones, (3) the officials at SCU should increase the level of OI among faculty members, and can be done by inviting members of the faculty to participate in decision-making by providing their views and suggestions, (4) directing the attention of officials at SCU to strengthen the OI among faculty members, and can be done through meetings and meetings, and the practice of social and recreational activities, (5) the officials at SCU should maintain on the level of performance of all members of the faculty, and to support and strengthen the strengths, and address the causes of weakness and weakness and work to avoid them in the future, and (6) directing the attention of officials at SCU should maintain the level of OI among faculty members, and can be done through the creation of working conditions, and follow the method of incentives, whether physical or moral, and the design of incentive systems conditional on performance, as the incentives play an important role in maintaining the level of OI on the one hand and positively affecting the level of functional performance on the other.