The mediating role of Developmental Rewards and an Inclusive Organisational Culture in the relationship between Self Identity at Work and Binding to the Organisation

Abstract

In this study with self reports of 123 respondents who are employees from different organisations using an online survey, the relation between Self Identity at Work and Binding to the Organisation is examined, with Developmental Rewards and an Inclusive Organisational Culture as mediators. The startingpoint is the Person-Environment fit theory. Self Identity at Work is expected to have a positive relation with Binding to the Organisation, Developmental Rewards and an Inclusive Organisational Culture. Developmental Rewards and an Inclusive Organisational Culture are in their turn expected to have a positive relation with Binding to the Organisation and therefore are expected to be mediators in the positive relation between Self Identity at Work and Binding to the Organisation. The Linear Regression Analysis showed that Self Identity at Work is positively related to Binding to the Organisation. The two mediation analyses each confirmed the mediations of Developmental Rewards and an Inclusive Organisational Culture in the relation between Self Identity at Work and Binding to the Organisation (p < .05). The Conceptual Model as a whole is statistically significant, but the two mediators did not turn out to be statistically significant. Developmental Rewards and an Inclusive Organisational Culture do not additionally contribute to predicting Binding to the Organisation on top of Self Identity at Work. One of the suggestions for future research is to focus on the high correlation between the scales used in this study. It is concluded that organisations have to select employees who stand for the same things the organisation stands for (e.g. values, norms, beliefs and identity) and employees should look for organisations that match their identity, to increase Binding to the Organisation.