Moving Forward: Practical and Theoretical Implications

Abstract

This final chapter is presented in three sections. The first section deals with conclusions based on the research findings presented in this book. An important conclusion is that identity theory and social identity theory provide a sound basis for understanding and explaining work-based identity (WI). However, it still remains a challenge to capture the dynamic nature of identity work (i.e. the process of maintaining and developing a work identity). SA exploratory, empirical research by the co-authors of this book confirms that selected antecedents (job resources: growth opportunities, perceived external prestige, organisational support, team climate, and advancement and job demands: overload) are co-determinants of WI and that WI could also predict selected consequences (task performance and turnover). In the UAE study where a structural equation model was used, it was found that job resources and demands predicted WI and that WI in turn caused work engagement and turnover intentions. These findings fill a void in existing research literature on WI.

The second section presents the implications and recommendations based on these mentioned research findings and conclusions. It is argued that these findings have practical implications on different organisational levels, ranging from a strategic policy formulation level to a practical operations level. It is thereby suggested that better orchestrated efforts on these different levels can result in building a shared WI that may affect employee and ultimately organisational performance.

The third section presents some suggestions for future research. These suggestions are grouped in three categories, namely, relating to the expansion of the existing research model, attending to conceptual and operational matters and pertaining to the methodological level.