Rachael A. Eggins

The ASPIRe model: Actualizing Social and Personal Identity Resources to enhance organizational outcomes

A growing body of research points to the contribution of social identity and self-categorization processes to organizational social capital. In particular, this is because all facets of collective behaviour (e.g., trust, communication, leadership, productivity) are facilitated to the extent that individuals define themselves in terms of higher-order social categories (i.e., as members of a common ingroup). However, very little work has sought to translate these social and cognitive insights into models of organizational practice. In an attempt to do this, the present paper outlines a four-phase model for Actualizing Social and Personal Identity Resources (the ASPIRe model). Within a relevant organizational unit, an initial phase involves ascertaining which social identities employees use collectively to define themselves (AIRing). In intermediate phases, relevant subgroups and then the organizational unit as a whole develop goals that are relevant to those identities (Sub-Casing and Super-Casing). In a final phase, organizational planning and direction are informed by the outcomes of the previous two phases and by the new organic organizational identity they produce (ORGanizing). Points of contact with alternative models are identified and the models potential to encourage sustainable productivity is discussed.

Social Identity and Negotiation: Subgroup Representation and Superordinate Consensus

Some models of conflict resolution propose that group membership be downplayed in negotiation because social categorization leads to ingroup bias. Challenging this view, this article argues that social conflict occurs partly as a collective attempt to establish a positive and distinct social identity. Restoration of this identity should therefore be important to negotiating groups. Two interactive studies (Ns = 104, 195) tested the effects over time of emphasizing identity-based group boundaries prior to negotiation with another group. Results indicated that where group members had the opportunity to interact with ingroup members (Study 1) or within a group (Study 2) prior to a superordinate negotiation, they consistently identified more at the subcategory level but were also more satisfied with the negotiation process. Evidence from the second study suggests that these effects were mediated by the development of a superordinate identity.

Cynicism and disengagement among devalued employee groups: The need to ASPIRe.

Despite a renewed interest in processes which help organizations to harness social capital, it is apparent that practical efforts to achieve this rarely focus on employees who are members of low status groups. In large part this is because such employees tend to be skeptical of, and to resist, engagement in intervention programs on the basis of previous adverse experience regarding the benefits achieved and lack of trust. This paper presents evidence that, among hospital staff, work groups who felt they were devalued displayed higher levels of cynicism regarding the potential efficacy of a stress intervention program. Within the organization, devalued groups were characterized by lower levels of organizational identification and members of these groups reported under‐utilization of their skills by the organization. Thus, there is evidence that organizations are failing to realize the social capital of specific groups. The ASPIRe model of organizational development is discussed as an appropriate vehicle to provide devalued groups with genuine opportunities for development and empowerment. To the extent that such a program receives genuine institutional support, we argue that it has the potential to unlock key enclaves of social capital that tend otherwise to be overlooked.

Uncovering diverse identities in organisations: AIRing versus auditing approaches to diversity management

The topic of diversity is of increasing interest to business, academics, and consultants. Diversity research tends to focus on the demographic characteristics of organisations and examines how managers might work with the ethnic, cultural, religious and gender differences of employees to maximise organisational performance. One strategy is to recognise and record the demographic diversity within the organisation (referred to as auditing) in order to use these diversity resources to strategically advance organisational goals. Based on a social psychological analysis of diversity, though, it is argued that auditing can be highly problematic. This practice can lead to an increase in prejudice and a decrease in performance on relevant organisational dimensions. In contrast, an AIRing (Ascertaining Identity Resources) process is outlined that is more likely to lead to organisational success.

Citizen participation in a deliberative poll: Factors predicting attitude change and political engagement

In November, 2002, a randomly sampled body of citizens was brought together to participate in a deliberative poll on the issue of a bill of rights. Participation in deliberative polls is thought to cause attitude change and an increased sense of political engagement, but the underlying processes are little understood. We surveyed poll participants before and after the poll, proposing that either exposure to information, fair treatment or identification as a poll participant would predict attitude change and engagement. None of these affected attitude change but all three predicted political engagement. Results suggested that participation in the poll increases levels of political engagement through its capacities to (a) give people an opportunity to exchange views in a respectful atmosphere and (b) create or increase a sense of connection to a relevant social group.