4. Social Identity
“People tend to classify themselves and others
into various social categories, such as
organisational membership, religious affiliation,
gender and age cohort”
Tajfel and Turner, 1985
The concept of SI theory is that a social category to
which you feel you belong to, provides self-definition
and self-concept.
Being a member of a group defines how you think,
feel and behave.
It influences how you perceive yourself and how you
conduct yourself. You develop ingroup stereotypical
behaviours and perceptions of outgroup members.
Group members adopt behavioural strategies to
maintain ingroup favouritism and self definition.
5. Well Being
• The World Health Organization (WHO)
recognizes mental health as a state of well-being in
which “every individual realizes his or her own
potential, can cope with the normal stresses of life,
can work productively and fruitfully, and is able to
make a contribution to her or his community”
(WHO; Oct, 2009)25.
• Rath and Harter (2010), very broadly define the
construct of WB as “all the things that are important to
how we think about and experience our lives.”26.
• Comes in many “forms” and dimensions, such as
organizational well-being, individual well-being or
subjective well-being. It is highly linked to stress.
• Affects Organizations in many ways and especially
financially, via absence, stress, mental health, reduced
productivity and obesity (CIPD, 2006)27.
6. Existing work on Social
Identity and Well Being
What does the theory tell us?
7. Understanding the theory: Social Identity
1961 1966 1970 1972
Tajfel, H. 1970 8
• Division into groups
triggers outgroup
discrimination
The era of the ‘human relations’ approach to intergroup conflict, where prejudice was implied to
be the main reason for discrimination and stereotyping. Research focused on social aspects of
identity and group interactions, seeking to address how psychological processes interact with
social and political processes in the explanation of human social behaviour. Some say that Henri
Tajfel's greatest contribution to psychology was Social Identity Theory.
Sherif et al [1954], 1958, 19614,5
• Cooperation and Competition:
The Robbers Cave
• Intergroup attitudes
• Realistic Conflict Theory
Sherif, M. 1966 6, 7
• Social Pyschology of
Intergroup Conflict
• Stereotypes are a product
of categorisation process
Tajfel, H. 1972 9
• Social Identity Theory
(SIT) first introduced
• Concept of SI to explain
intergroup behaviour
1954
Allport, G.W. 19542,3
• Defined intergroup relations
• Study of prejudice and its
effects on groups and
intergroup contact
1943
Tolman, E.C. 1943 1
• Group identification and
intergroup contact
• Common charateristics of
group members
8. Understanding the theory: Social Identity
1979 1981 1984 19851974
Porter et al 1974 10
• Developed OCQ to measure
changes in organisational
commiment and job satisfaction
• OC found to be stronger indicator
of turnover
Brown, 1978 12 and Skevington 198113
• Looked at SI as it relates to
organisations. Strong intergroup
differentiation reflected the
perceived threat of social change
Tajfel and Turner 1979 11
• Proposed three ordered
processes for evaluating ingroup-
outgroup; social categorisation,
social identification, social
comparion
Turner et al (1985, 1987) 15, 16
• Self-categorisation theory
(SCT) suggests individual behaviour is
transformed into group behaviour by
cognitive self-categorization, and
behaviour depends upon the social
categorization being employed
Van Knippenberg 1984 14
• Intergroup differences
in group perceptions
• Group threat and
defensive bias
This second period of SIT theory started to see social psychologists develop a stronger focus on
studies linking SIT to organisational behaviour. Classic SIT theory work from Tajfel and Turner
led to Turner’s Self Categorisation Theory, which started to explore how individuals categorise in
relation to social grouping.
1987
9. Understanding the theory: Social Identity
Abrams & Randsley De Moura
200120
• OI acts as a mediator
between conditions and job
satisfaction and committed
intentions and behaviour
Randsley De Moura 2009 22
• OI predicts turnover more
than job satisfaction
• Identification is a strong
psychological anchor that
discourages turnover
intention
Pettigrew & Troop 2006 21
• Intergroup contact reduced
intergroup prejudice
• Contact theory can be extended to
other groups
Hogg & Terry 2000 19
• Social psychology research on SIT
and organisational psychology
research on identity process in
organisations and work groups
2009
Abrams et al 1998 18
• Organisational
membership influences
turnover intentions in
UK/Japan through social
indentification
As we moved in to this century, according to Hogg and Terry (2000), p2 “Social identity
theorists began to pay systematic attention to organisational contexts”. Social psychology
theorists started to look into ways in which SIT and SCT links to Organisational Identity, to
research factors that are of interest to organisations, such as job satisfaction and turnover
intention. Organisational psychologists, such as Ashford and Mael, were soon to make links
between the concepts of SIT and the workplace and more recently meta-analysis and
stronger organisational relevance can been observed in the research.
2001 200620001998 2009
Ashforth and Mael 1989 17
• Introduced SIT to
organisational
psychologists
1989
10. Understanding the theory: Organisational Well-Being
Well Being
Physical health and well-being are
determined by a range of social,
psychological, and biological factors
and are conceptualized as
resources that allow people to
lead individually, socially, and
economically productive lives29
It can include both emotional &
cognitive components and is so
linked to performance that it’s
advised for it to be seen in how
it affects org. performance 30
Well-being is a subjective
experience >Outcome of the
interaction between individual
characteristics and those of the
working and
organizational environment28
The organization's ability to
promote & maintain the
physical, psychological and
social worker’s wellbeing at
all levels and for every job27
Essential factors leading to WB:
•values-based working
environment and management
style •open communication-
dialogue •teamworking and co-
operation •being fairly
compensated in terms of salary
and benefits 27
One of the most persistent topics of interest to humans involves the mysteries
surrounding the pursuit of “happiness” or “well-being” (Russell, 1930)
3 defining characteristics:
phenomenological event,
involves how we feel, experience, and
process various forms of emotion &
is best considered as a global
judgment > important distinctions from
such other “happiness” constructs26
11. Understanding the facts: Organisational Well-Being
Well-Being
Facts
Our happiness can influence
up to 15% of the happiness
of the people we know –
wellbeing is contagious.35
79 % of EU managers are concerned
about stress in their workplaces, while
less than 30 % of orgs in EU have
procedures for dealing with workplace
stress, harassment and third-party
violence 34
Most people think that
success leads to happiness,
but research shows this
formula is backward:
happiness fuels success, not
the other way around35
2m people suffer an illness
they believe has been
caused or made worse by
their work33
Increasing globalization and the
establishment of a free market, advances
in information and communication
technology, new types of contractual and
working time arrangements as well as
significant demographic changes, affect
the workplace significantly34
Almost 1/3 of our day is spent
at work31. The average person
spends 90,000 hours at work
over their lifetime32
The Health and Safety executive
estimated the cost of stress, depression
and anxiety at £3.6 b./y (2011) and the
SCMH suggests that the overall cost to
British employers of s,a&d amounts to
£1035 /employee/year (2007)34
12. Understanding the effects: Organisational Well-Being #not
Well-Being #not
Effects
Grievance and
disciplinary
incidents
Reduced
productivity &
presenteism
Low morale and
negative
atmosphere
Poor employer
reputation among staff,
customers, and potential
new recruits
Increased mistakes
and errors
Within & Between Groups
conflicts (with colleagues and
up-line/down-line
management/subordinates)
Resignations and job
terminations (causing
increased staff turnover)
Sickness and
absenteeism
Poor customer services
and quality & so, poor
performance
Young, S. (2010-12)36 & APA, (2015)37
13. Linking SI &WB theory to Organisations
• SIT can instill coherence to organisational
identification and be insightful in relation
to organisational behaviour; group
relations, role conflict and socialization in
the workplace17.
• Social identity provides insights about
individual behavior in groups and the
group dynamics ; this could have
organisational impacts such as
engagement, turnover intentions,
individual learning, productivity and
performance17.
• Employees’ well-being is critical to the survival
and development of organizations around the
world as much as it is as research topic in
organizational behavior and related areas 38.
• Employers have legal responsibility to reduce risks
to workers’ health and safety stemming from the
Framework Directive (89/391/EEC) 34.
• It just costs! 40 % of sickness absence is caused by
stress, stress-related sickness absence cost
£175/employee/year & the annual cost of
sickness absence is £1.7bn 34
• WB is highly related to productivity 30.
• Improvements in employees' wellbeing may be
conducive to economic growth 39.
Organisations
14. Linking SI &WB theory to Productivity & Performance
Well BeingSocial
Identity
Productivity &
Performance
• Stephen Worcel et al (1989) research into social identity and
individual productivity found that group productivity would be
enhanced by factors that increase group categorization and
social identities 24
• Discrimination from all perpetrators (managers, co-workers,
patients, and visitors) was related to well-being, with that from
managers having the strongest effects. Important to
differentiate sources of discrimination in explaining its effects40.
• Influence of hierarchy on SI & WB. Individuals with their career
and functional workgroups and these attachments are
important in predicting their affective well-being (operational
positions) / SI & WB are more strongly tied to career and
organizational identities respectively (mid-level and strategic
positions)41.
• Work-Life Conflict & Work-Life Balance 29
• Contrast/Conflict in Roles and SI 29
• Work-related stress has been established as important
determinant of depressive disorders, cardiovascular
diseases, bad quality of sleep and even diabetes 34
• SWB is positively associated with employee's job
performance & higher levels of SWB may lead to higher
levels of job performance 39
• 3 causal mechanisms to JP: affecting employees'
cognitive abilities and processes, attitudes to work
raising & improving physiology and general health 39
15. Linking SI &WB theory to Organisations
Well BeingSocial
Identity
Productivity &
Performance
NIESR Oct 2014 39
16. Linking SI &WB theory to Productivity & Performance
Well BeingSocial
Identity
Productivity &
Performance
• Social Identity as a Determinant of Symptom
Appraisals and Responses 42.
• Engagement in positive emotions, increased
sense of self-continuity and enhanced self-control
enhance mood, life quality and reminiscence 43.
• Sense of shared ID supports disadvantaged
groups to work together against difficult
circumstances, stating a coping mechanism 42.
• Logarithmic increase in publications that include
“social/organisational/ethnic identity/
Identification” and “health and/or well-being” 42.
• A person’s psychology, health & productivity
often depend on the state of the groups (s)he
defines him(her)self 42.
• How we define ourselves and others (groups)
impacts on our self-evaluations, sense of worth &
superiority to others increases self-esteem, well-
being, and mental health42.
• shared SI is the basis for mutual social
influence42.
• group identification is a key moderator through
which reminiscence promotes health outcomes43.
17. Linking SI & WB theory to
Organisations
Conclusions
• SIT and SCT does still have significance for
organisations today
• Additional research is recommended in to how
organisations can influence how groups and SIT
could drive improved business results
• Combining this with a well defined WB strategy
would support organisational goals
• Organisations may benefit from applying
organisational psychology theories linking SI &
WB to driving improved performance and
productivity in the workplace.
• Further research is recommended to prove the
business rational.
Linking SI & WB theory to
Productivity
18. Where to next?
Future recommendations
Future research and interventions in organisations
19. It’s not just about what business results you
achieve today; but the business results you
could aspire to achieve in the future.
Enable your teams today…
outperform your competition tomorrow.
Conclusion #1
20. •A healthy life means a healthy workplace.
•A healthy self/social identity means a healthy life.
•And health means productivity.
Stay healthy.
Conclusion #2
21. Suggestions for Future
Research
• Does improved ingroup attitudes lead to organisational impacts such as
lower turnover intention and improved team performance?
• Does SI and WB combined with new research in to mindfulness lead to even
greater levels of workplace productivity? Can groups be created within the
organisational context that can have a positive impact on workplace
productivity?
• What impact would be generated on workplace productivity if an
organisation used groups to drive greater levels of organisational identity?
• How does the role of the leader impact workplace productivity? Can WB
combined with leadership style drive higher levels of productivity?
• How can SI and WB be integrated in to an organisations culture in order to
maximise opportunity to drive greater levels of workplace productivity?
• If organisations strategically consider how to create groups that foster
improved working friendships and link these to planned well being
initiatives , does it drive improved engagement, productivity and
performance?
• What types of groups that can be formed that have a greater influence on
organisiational identity and improved well being, productivity and
performance.?
Implications for
Organisations
• Improve team attitudes and
employee engagement
• Enhance organisational
identity and reduce turnover
intention
• Develop greater friendships
at work which reduces stress,
improved well being
• Improve performance and
productivity and ultimately,
business results
22. Organisational
Structure and Grouping
• More thought around
the use of groups and
teams in the
workplace
• Workforce planning
strategies to consider
team dynamics,
diversity and inclusion
• Creation of sub group
democratisation for
self enrolling on WB
groups
Well Defined Well
Being Strategy
• Plan WB strategy that aims to
facilitate improved
organisational well being,
work/life balance, stress
management etc
• Examples include: Mindfulness
Club, Sports Groups, Book
Clubs, Music Rooms
• Aim is to encourage greater
collaboration, innovation and
creativity and the development
of stronger friendships between
colleagues which drives greater
OI, drives stronger employee
engagement and reduces
turnover intention
• Develop common strategy to
showcase how diversity and well
being culture is happening in
the workplace, showcase
different cultures and diverse
workforce
Ongoing
Data Analytics
• Ongoing assessment
within organisations
to evaluate the
effects of SI and WB
on organisational
productivity and
performance
• Adoption of test and
learn strategies
within organisations
to evaluate both
individual and group
performance
combined with group
definition and well
being strategy
effectiveness
Applications in Organisations – What could/
should they do?
23. Enable your teams today…
outperform your competition
tomorrow…and just stay healthy!
introducing
SOCIAL IDENTITY & WELLBEING IN
ORGANISATIONS
Athanasia Varvitsioti
Robin Fenner
24. 1. Tolman, E. (1943). Identification and the postwar world. Journal of Abnormal and Social Psychology, 38(2), 141-148.
2. Allport, G.W. (1954). The nature of prejudice. Reading, Mass., Addison-Wesley Pub. Co.
3. Katz, I.. (1991). Gordon Allport's "The Nature of Prejudice". Political Psychology, 12(1), 125–157. http://doi.org/10.2307/3791349
4. Sherif, M., Harvey, L.J., White, B.J.,Hood, W.R., & Sherif, C.W. ([1954] 1961), The Robbers Cave experiment : Intergroup Conflict and Cooperation. Norman:
The University of Oklahoma Book Exhange, 1954
5. Sherif, M. (1958). Superordinate Goals in the Reduction of Intergroup Conflict. American Journal of Sociology, 63(4), 349-356.
6. Sherif, M. (1966). In common predicament : Social psychology of intergroup conflict and cooperation. (The International series in the behavioral sciences).
Boston: Houghton Mifflin.
7. Berkowitz, L.. (1967). [Review of In Common Predicament: Social Psychology of Intergroup Conflict and Cooperation.]. American Sociological Review, 32(2),
333–334. Retrieved from http://www.jstor.org/stable/2091843
8. Tajfel, H., (1970). Experiments in Intergroup Discrimination. Scientific American, Vol. 223, 96-102
9. Tajfel, H. (1972). Social Categorisation. English manuscript of ‘La Categorisation Sociale’. In S Modovici (Ed.) Introduction a la Psychologie Social (Vol. 1, pp
272-302). Paris: Larousse.
10. Porter, L., Steers, R., Mowday, R., Boulian, P., & Feishman, Edwin A. (1974). Organizational commitment, job satisfaction, and turnover among psychiatric
technicians. Journal of Applied Psychology, 59(5), 603-609.
11. Turner, J., Brown, R., & Tajfel, H. (1979). Social comparison and group interest in ingroup favouritism. European Journal of Social Psychology, 187-204.
12. Brown, R. J. (1978). Divided we fall: An analysis of relations between sections of a factory workforce. Differentiation between social groups: Studies in the
social psychology of intergroup relations, 395-429.
13. Skevington, S. M. (1981). Intergroup relations and nursing. European Journal of Social Psychology, 11(1), 43-59.
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15. Turner, J. C. (1985). Social categorization and the self-concept: A social cognitive theory of group behavior. Advances in group processes: Theory and
research, 2, 77-122.
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subjective norms as predictors of workers' turnover intentions. Personality and Social Psychology Bulletin.
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turnover. Psychology Press.
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783.
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References
