Social Identity and Values of Managers, as a Factor in Increasing the Effectiveness of Corporate Training

Abstract

The research explores the dynamics in social identity and values of managers through corporate learning experience. The sample comprised 80 managers aged 23-45fromUral businesses. In the course of the study, the sample of managers was divided into two groups: an experimental group, whose managers passed corporate training; and a control group, whose managers did not take part in corporate training. Corporate talent training was part of life-long learning (LLL) in the company. Through corporate training, managers got feedback on the level of their professional competencies and future opportunities for their growth.The research uncovered differences in the dynamics of social identity and values among managers of the experimental and control groups. The experimental group of managers featured an upward trend in social and role identity with status and resource roles and the choice of “career (success)” value through the learning experience and the obtained feedback in follow-up of the training. The control group failed to express any dynamics in social and role identity and choose any statistically significant values. It has been proved that corporate training and feedback encourages employees to drive their own professional competencies and improve their professional expertise with the value focus on building a career in the company. The dynamics in social identity and values of managers serves as a resource for changes reflecting the features of corporate culture.