FEATURES OF EMPLOYEES’ VALUES AND SOCIAL AND ROLE IDENTITY IN PERSONNEL TRAINING

Abstract

Background. Market uncertainty expands the capabilities of organizations and creates the need for the development of a training system that meets modern requirements. One of the requirements for personnel training is the need to develop readiness for choice in situations of uncertainty. According to researchers, the readiness for a situation of uncertainty is mediated by the social identity and values shared by the organization members. Features of social identity and values that form effective personnel strategies in a situation of uncertainty have been insufficiently studied. Aim. This study aims to determine the features of the social and role identity and values of employees in personnel training. Materials and methods. The sample of the study consisted of sales managers (80 people) aged from 23 to 45 years. Features of the social and role identity and values of managers were studied before and after the Motivation Skills program chosen for the experiment. Social and role identity was investigated using the ROSSTL method by V.G. Griazeva-Dobshinskaya; managers' values were studied using the eflective choice method by V.A. Petrovsky. The data obtained were subjected to factor analysis. Results. A change in the social and role identity and values of personnel in a learning situation has been revealed. After the experiment, managers identified as leaders began to choose work as subordinates and the values of “development” and “career” as a working requirement. Managers with vague identifications began to choose the activities relevant for the organization and such values as “career” and “money” as a working requirement. Managers without identification began to choose creative work and such values as “money” as a working requirement. Conclusion. It has been established that personnel training contributes to a change in the choice of professional roles and reflection regarding the values chosen by personnel.