Work-Based Identity Model Testing

Bester, Francois; Bosch, Anita; Bal, P. Matthijs

doi:10.1007/978-94-017-9242-4_7

Cited by 1 publication

(2 citation statements)

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“…Organisational trust and change also predict work identity (Van Tonder, 2019). Furthermore, work identity is shown to predict work engagement (Bester, 2012) and normative commitment (Phungula et al, 2022).…”

Section: Work Identitymentioning

confidence: 98%

“…Studies have shown that work identity predictors are job resources (Bester, 2012;De Braine & Roodt, 2011) such as organisational support and growth opportunities (De Braine & Roodt, 2011;Van Rensburg, 2020). Job demands were also shown to predict work identity (Bester, 2012). Organisational trust and change also predict work identity (Van Tonder, 2019).…”

Section: Work Identitymentioning

confidence: 99%

See 1 more Smart Citation

Performance management process changes on the work identity of employees during COVID-19

Clayton,

de Braine

2023

SA Journal of Industrial Psychology

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Orientation: Performance management is a vital process across multiple businesses and is proven to be an integral element in navigating employees through the coronavirus disease 2019 (COVID-19) pandemic while determining possible influences on the work identity of employees during this period.Research purpose: The purpose of this study was to understand the influence of performance management process changes on the work identity of employees during the COVID-19 pandemic.Motivation for the study: There is little research available that discusses performance management and work identity. As such, this research works towards closing this gap by understanding the influence of performance management process changes on the identity of employees.Research approach/design and method: A qualitative approach was followed through an interpretivist research paradigm. A purposive sampling technique was used to select 15 participants. The participants took part in semi-structured interviews. Grounded theory was followed, and the constant comparative method was used.Main findings: The performance management process changes had no influence on the work identity and work role of participants. Instead, the pandemic itself and the way in which the organisation supported its employees while they navigated the pandemic had an influence on the work identity and work roles of employees.Practical/managerial implications: Organisations can adopt the research findings to enhance employee work identity and performance throughout future changes that affect the organisation.Contribution/value-add: This article offers insights into the lack of literature available that discusses performance management and work identity collectively.

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Section: Work Identitymentioning

confidence: 98%