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Does a Competent Member Always Obtain Good Results? The Social Identity Perspective

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  • Soo Young Shin
  • Cheol Young Kim

Abstract

This study aims to examine whether competent members produce good performance from the social identity theory perspective. Specifically, it investigates the moderating effect of perceived team performance and group cohesiveness in the competency–performance relationship. Data from 427 employees with multi-source at a manufacturing company were used for a hierarchical regression analysis. The results show that competency has a positive effect on the individual performance, and competent individuals with a highly perceived team performance tend to demonstrate better performance. Unlike the results of the perceived team performance, group cohesiveness has a negative interactive effect with competency regarding performance.

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  • Soo Young Shin & Cheol Young Kim, 2021. "Does a Competent Member Always Obtain Good Results? The Social Identity Perspective," SAGE Open, , vol. 11(1), pages 21582440211, March.
    • Handle: RePEc:sae:sagope:v:11:y:2021:i:1:p:21582440211006144
    DOI: 10.1177/21582440211006144
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    References listed on IDEAS

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    1. Aquino, Karl & Douglas, Scott, 2003. "Identity threat and antisocial behavior in organizations: The moderating effects of individual differences, aggressive modeling, and hierarchical status," Organizational Behavior and Human Decision Processes, Elsevier, vol. 90(1), pages 195-208, January.
    2. Klein, Howard J. & Mulvey, Paul W., 1995. "Two Investigations of the Relationships among Group Goals, Goal Commitment, Cohesion, and Performance," Organizational Behavior and Human Decision Processes, Elsevier, vol. 61(1), pages 44-53, January.
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