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

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.