Psychological Identity x Psychological Reputation: How to recommend compatible peers in a work team

Nowadays, the Industry and Enterprise are realizing the importance in formalizing psychological competences (emotional intelligence1, personality traits2, and soft skills3) of their employees. Until now, psychological competences have been neglected by them (Bennour 2004). These competences have been considered not as important as hard skills (enGauge 2006, Goleman et al 2002). However, the Industry and Enterprise are changing their point of view. They start to accept the effective importance of the psychological aspects used to select and evaluate the adequate personnel. Psychological competences make possible to attribute a psychological identity to each employee facilitating the creation of more successful work teams. People have an affiliation motive and the tendency to construct Social Networks searching people with similar psychological identity (McPherson et al 2001). Psychologists affirm that the productivity is bigger if we are working in a team formed by people with a complementary / heterogenic (Bradley and Hebert 1997; Mohammed and Angell 2003) psychological identity. In order to allow a healthy and productive interpersonal relationship in work teams, we propose to fill the gap by using the psychological identity and reputation to recommend peers to form effective work teams.