Social identity is key to human resources development: Theory and implications for learning programs

Abstract

Purpose

The aims of this paper is to reviews the latest management development across the globe and pinpoint practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

The paper finds that, despite being overlooked in the literature on training and development, social identity is a critical factor influencing learning and performance in organizations. Social identity is important because it provides insights about individual behavior in groups and the group dynamics that affect individual learning and performance. There is a gap in human resources development to provide training at a group level. Although the individual is usually placed at the centre of the organization, it is essential to recognize identity‐related constraints beyond the individual level to ensure continuous individual learning. This article reviews social identity theory and looks at its potential implications for training and development.

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Citation

(2007), "Social identity is key to human resources development: Theory and implications for learning programs", Development and Learning in Organizations, Vol. 21 No. 5, pp. 30-32. https://doi.org/10.1108/14777280710779481