The influence of social identity on psychological safety, organizational performance, and employee learning

Organizations struggle to recruit and retain top talent. The challenge to keep employee talent was exacerbated by COVID-19. However, there has been a downward trend of employees in the workplace and a continued struggle to fill key roles with eligible workers since 1999. Filling key roles is only one issue impacting organizational success. Another concern is keeping employees engaged to do the work. Research suggests that over 65% of employees are disengaged or actively disengaged at work (Burke, 2019; Iqbal, Shabbir, Zameer, Khan, & Sandhu, 2017; Motyka, 2018). Disengaged and actively disengaged workers do not help the organization meet its goals. Although there are many reasons organizations struggle to recruit and retain employees, researchers suggest one reason is organizations have failed to create a psychologically healthy workplace. A psychologically healthy workplace consists of a culture that does not maximize organizational success over employee wellbeing. An unhealthy organization results in higher healthcare costs, loss of productivity, and diminished financial gains. Employees are also impacted resulting in higher stress levels, lower productivity, and illness. This study focused on the psychological safety aspect of creating a psychologically healthy workplace. This mixed-methods study was designed to gain a greater understanding of the relationship between social identity, psychological safety, organizational performance, and employee learning. Apart from sexual orientation, the quantitative results of the study did not predict a relationship between social identity and psychological safety, organizational performance, or employee learning. Although the findings did not predict a significant correlation, the qualitative results offer suggestions on how to create a culture that promotes social identity, fosters learning, and enhances individual performance.