Organization-based Self-esteem Research Articles

Tit for tat? A study on the relationship between work connectivity behavior after-hours and employees' time banditry behavior.

Based on Conservation of Resources Theory, this study tries to reveal the mechanism of action of work connectivity behavior after-hours triggering employees' time banditry behavior. By using Mplus7.4 software the analysis of 429 leader-employee paired data collected in three stages reveals that work connectivity behavior after-hours has a positive effect on work alienation and psychological distress. Work alienation and psychological distress mediates the relationship between work connectivity behavior after-hours and employees' time banditry behavior, respectively. In addition, organization-based self-esteem mitigates the positive effects of work connectivity behavior after-hours on work alienation and psychological distress, which in turn also moderates the indirect effects of work connectivity behavior after-hours on employees' time banditry behavior through work alienation and psychological distress, respectively. This study provides practical guidance for organizations to reduce employee time banditry behavior and human resource management practices in the new technological environment.

Relationship between workplace spirituality with organization-based self-esteem and workplace deviant behaviors among Iranian nurses

BackgroundDespite the numerous studies conducted on workplace spirituality, there is still lack of studies that have explored the relationship between workplace spirituality with organization-based self-esteem and workplace deviant behaviors. This study aims to examine the relationship between workplace spirituality with organization-based self-esteem and workplace deviant behaviors among Iranian nurses.Methods236 nurses from 5 hospitals participated in this descriptive, analytical, and cross-sectional study from August to December 2022. Data was gathered by four questionnaires: demographic information, workplace spirituality, organization-based self-steam, and workplace deviant behaviors. The data were analyzed by SPSS 26 based on descriptive and inferential statistics (Independent Two-sample t Test, Pearson correlation coefficient and multiple regression).ResultsBased on the findings, nurses had a moderate level of perception of workplace spirituality and organization-based self-esteem while having a low level of perception regarding the occurrence of workplace deviate behaviors. Results of Pearson correlation coefficient test showed a positive and statistically significant relationship between workplace spirituality and organization-based self-esteem. Additionally, there was an inverse and significant relationship between workplace spirituality and organization-based self-esteem with workplace deviant behaviors. Results of multiple regression analyses indicate that by controlling the demographic characteristics of nurses, the meaningful work and sense of community have a significant relationship with organization-based self-esteem. Furthermore, by controlling the demographic characteristics of nurses, permanent employment status, sense of community, alignment with the organization’s values, and organization-based self-esteem have a significant relationship with workplace deviant behavior.ConclusionsThe study suggests that organizations must prioritize promoting workplace spirituality and organization-based self-esteem to ensure a healthy work environment and prevent workplace deviant behaviors.

Why and when transformational leadership influences followers' qualitative job insecurity: A three‐wave moderated mediation study

AbstractThis study explored the mediation role of follower organization‐based self‐esteem (OBSE) and the moderation role of workplace friendship in the relationship between transformational leadership and follower qualitative job insecurity. We adopted a three‐wave longitudinal design and collected survey data from 142 Chilean employees. Cross‐lagged mediation panel analysis indicated that transformational leadership had a lagged effect on follower OBSE, which, in turn, had a lagged effect on follower qualitative job insecurity. Further, follower workplace friendship moderated the effect of transformational leadership on follower OBSE such that transformational leadership only promoted follower OBSE when followers had high workplace friendship but did not significantly moderate the indirect effect of transformational leadership on follower qualitative job insecurity via OBSE. Integrating the leadership literature with the job insecurity literature, our study takes the first attempt to explore how, why, and when transformational leadership may influence follower qualitative job insecurity.

“You Don’t Want My Help?” The Negative and Positive Consequences of Help Offer Rejection

Helping is ubiquitous in organizations and vital to individual and organizational effectiveness. Yet, for various reasons, offers to help are sometimes rejected. Help offeror reactions to help offer rejection, or how employees respond to coworkers refusing their propositions to assist with work tasks, is an important but overlooked area of inquiry in organizational research. Although negative reactions to having help rejected might seem intuitive, help offer rejection may also produce positive outcomes for help offerors. Drawing upon sociometer and sensemaking theories, we present a theoretical model in which help offer rejection indirectly reduces subsequent helping through reduced organization-based self-esteem (OBSE) and indirectly increases subsequent creativity through enhanced sensemaking. We propose that the strength of these effects is moderated by coworkers’ explanation sensitivity such that coworkers’ sensitive and sincere communication reduces the negative effect on OBSE and enhances the positive effect on sensemaking. We test and find general support for this conceptual model in two multiwave, multisource field studies of full-time workers and in an experimental vignette study. We discuss the theoretical and practical implications of our findings and suggest fruitful avenues for future research.

The effect of paternalistic leadership on employee green behavior: the mediating role of organization-based self-esteem

The effect of paternalistic leadership on employee green behavior: the mediating role of organization-based self-esteem

Spotlighting employee-organization relationships: The role of organizational respect and psychological capital in organizational performance through organizational-based self-esteem and perceived organizational membership

Spotlighting employee-organization relationships: The role of organizational respect and psychological capital in organizational performance through organizational-based self-esteem and perceived organizational membership

Impacts of leader anger expressions on newcomer proactive career behavior and work alienation in the construction industry

PurposeDespite the growing body of empirical research on leader anger expressions, the issue of how and when leader anger expressions shape newcomers’ proactive career behavior and work alienation in the construction industry has been largely overlooked. Building upon social information processing theory, this research identifies newcomers’ organization-based self-esteem as a mediator, and suggests that newcomers’ performance goal orientation could moderate the relationship.Design/methodology/approachA questionnaire study was conducted on the construction industry in China, and the PROCESS program developed by Hayes was used to test the hypothetical model with 215 valid cases.FindingsThe results suggest that leader anger expressions are negatively associated with newcomers’ organization-based self-esteem, and organization-based self-esteem mediated the link between leader anger expressions and newcomers’ proactive career behavior and work alienation. Furthermore, the newcomers’ performance goal orientation moderates the negative impact of leader anger expressions on newcomers’ organization-based self-esteem.Research limitations/implicationsDue to the cross-sectional nature of this study, causal implications are difficult to draw. Moreover, all data we received was based on participant self-reports, which may raise concerns about common method variance.Originality/valueIn this paper, we contribute to a deeper understanding of the mediating mechanisms and boundary conditions by which leader anger expressions influence newcomers’ proactive career behavior and work alienation from social information processing perspective, in addition to providing valuable insights for management of newcomers in the construction industry.

THE INFLUENCE OF INDIVIDUAL WORK PERFORMANCE AND ADAPTIVE BEHAVIOR ON ORGANIZATION-BASED SELF-ESTEEM

The study aimed to establish which individual work performance domain best influences adaptive behavior and organization-based self-esteem among 313 public school teachers of Kiblawan District, Division of Davao del Sur. A non-experimental quantitative research design using the descriptive-correlational technique was applied. Using modified questionnaires, the data collected were tested for reliability and validity by experts. In analyzing the data, mean, Pearson r, and regression analysis were used. Results revealed that the level of work performance was high organization-based self-esteem was very high and adaptive behavior was high. The relationship between Individual Work Performance and Organization-Based Self-Esteem was significant, indicating that higher levels of individual work performance are associated with higher levels of organization-based self-esteem. Similarly, there was a significant positive correlation between Adaptive Behavior and Organization-Based Self-Esteem. A linear regression analysis shows that both Task Performance and Contextual Performance significantly predict Organization-Based Self-Esteem. Additionally, Individual Work Performance significantly predicts Organization-Based Self-Esteem. The findings have significant implications for organizations seeking to improve employee morale and organizational performance through targeted interventions aimed at enhancing both work performance and adaptive behavior.<p> </p><p><strong> Article visualizations:</strong></p><p><img src="/-counters-/edu/0754/a.php" alt="Hit counter" /></p>

Training Effectiveness and Organisational-based self-esteem: the mediating role of Self-efficacy of Teachers in Ghana

Training Effectiveness and Organisational-based self-esteem: the mediating role of Self-efficacy of Teachers in Ghana

Evaluating the correlation between self-esteem and the values of anxiety and depression respectively in an organizational context

The present work aims to analyze, on the one hand, the link between self-esteem levels and anxiety values among professionally active people, respectively, on the other hand, between self-esteem levels and depression values, among the same population . We consider it important to define the concept of self-esteem in relation to anxiety and depression. In order to determine whether the working hypotheses are valid, a questionnaire was drawn up consisting of the items of the Anxiety, Satisfaction and Depression and Enthusiasm at Work Scale (Warr, P. (1990). The measurement of well‐being and other aspects of mental health. Journal of Occupational and Organizational Psychology, 63(3), 193-210.), respectively of self-esteem related to the organization (Pierce, J. L., Gardner, D. G., Cummings, L. L., & Dunham, R. B. (1989). Organization-based self-esteem: construct definition, measurement, and validation. Academy of Management Journal, 32(3), 622–648.). The group of participants in this study was made up of both male and female people, professionally active, predominantly from the urban environment, with higher education and a varied length of work.

Impact of perceptions of ESG on organization-based self-esteem, commitment, and intention to stay

ABSTRACT The purposes of this study are to provide a comprehensive understanding of ESG in terms of its dimensionality, and to explore how integrated resort (IR) employee perceptions of ESG practices influence their work attitudes/behaviors. We collected data from IR employees and employed second-order factor analysis and structural equation modeling for data analysis. The results indicated that ESG practices are composed of three distinct but related dimensions (i.e. environmental, social, and governance practices). Our findings suggest that ESG practices have particular importance as a means of supporting a company’s efforts to nurture employee self-esteem and commitment, and thus enhance employee retention.

Is organizing self-esteem effective? Research on social characteristics of work and task performance

From the previous literature, it is found that there are still many shortcomings in the research on the two variables that affect task performance, employees’ social support and others’ feedback. In this study, employees’ social support, feedback from others, organization-based self-esteem, and task performance were studied. By studying the relationship between job social characteristics and task performance, the mediating role of organization-based self-esteem and the moderating role of job social characteristics are further discussed. In the future, this study will take the influence of employees’ social support and others’ feedback on task performance as the starting point, study the influence mechanism of social support and others’ feedback, enrich the cross-examination research in this aspect, analyse and discuss the research results, and explain the significance of the research, the shortcomings of viewpoints and future prospects.

The Effect of Ostracism Workplace on Deviant Behavior with Emotional Exhaustion and Organizational Based Self Esteem as a Mediation Variable

This study aims to analyze the effect of workplace ostracism on deviant behavior with emotional exhaustion and organizational based self-esteem as mediating variables. This research was conducted on all employees of PT Berjaya Pet Sumatra Padang. Sampling was carried out using the census method by distributing questionnaires. Data analysis was performed using path analysis which was processed using PLS software. Based on the results of hypothesis testing, it was found that workplace ostracism had a positive effect on deviant behavior. Emotional exhaustion has a positive effect on deviant behavior. In addition, the research results also found that organizational based self-esteem also had a negative effect on deviant behavior. If it is observed from the mediation effect test, it is found that emotional exhaustion and organizational based self-esteem are able to mediate the relationship between workplace ostracism and deviant behavior in employees of PT Berjaya PT Sumatra Padang.

Forced to be a good citizen: Exploring the bright‐ and dark‐side effects of daily compulsory citizenship behaviours on subsequent proactive helping and interpersonal deviance

AbstractCompulsory citizenship behaviour (CCB) refers to extra‐role behaviours that are not necessarily voluntary or driven by goodwill, and are often conducted under duress or performed in response to supervisor or coworker pressure. The literature is currently unclear about whether these behaviours have negative, positive, or a nuanced combination of outcomes. We address this confusion by drawing on Conservation of Resources Theory to explain employees' daily depletion and organization‐based self‐esteem (OBSE) mechanisms that capture respective costs and benefits of daily CCB. We also explain how employees' extraversion and leader–member exchange (LMX) are critical boundary conditions of these effects. Using an experience sampling method, we collected data twice per day from 186 full‐time employees across 10 working days, yielding 1551 valid daily responses. The results of multilevel path analyses showed that: (a) daily CCB had a positive indirect effect on next‐day interpersonal deviance via increased ego depletion, with extraversion buffering this positive indirect effect; and (b) daily CCB had a positive indirect effect on next‐day proactive helping via increased OBSE, with LMX strengthening this positive indirect effect. These results suggest that employees' daily CCB has both costs (i.e., resource depletion) and benefits (i.e., positive self‐focused beliefs).

Favouritism: a recipe for ostracism? How jealousy and self-esteem intervene

PurposeOstracism is a common challenge in the workplace, but little is known about the behaviours of those who trigger it. The authors examined how leader favouritism can drive coworkers to ostracise one another, given that leadership is a key factor in shaping employee attitudes and behaviour. Invoking social comparison theory, the authors assessed a model of how perceived favouritism affects ostracism through jealousy, moderated by organisation-based self-esteem (OBSE).Design/methodology/approachThe authors surveyed 294 non-managerial employees from several service organisations in the United Arab Emirates (UAE) and analysed the data with partial least squares structural equation modelling (PLS-SEM) using SmartPLS 3 software.FindingsUnexpectedly, leader favouritism did not directly affect ostracism but only indirectly through the mediation of jealousy. OBSE was found to moderate this relationship, suggesting that higher levels of OBSE can weaken the impact of leader favouritism on employee jealousy.Originality/valueThese findings explain the intricate dynamics and underlying reasons as to how leader favouritism can instigate employee-to-employee ostracism.

Procedural justice and well-being at work: Moderating role of self-variables and work locus of control

IntroductionThis study investigates the role of self-variables and locus of control in determining job-related affective well-being. ObjectiveIt especially focuses on the moderating role of Organizational Based Self-Esteem (OBSE), work self-efficacy, and Work Locus of Control (WLOC) in relation to procedural justice and positive/negative emotions in the banking industry. MethodCarried out in Istanbul, Turkey with participants from three banking institutions from private sector (n=190), responded to a questionnaire consisting of five sections (Scales for procedural justice, organization-based self-esteem, work locus of control and organizational commitment, plus demographic descriptive of the participants). ResultsResults of this research indicate the buffering effect of OBSE, work self-efficacy and WLOC on the interlinkages between negative emotions and procedural justice, but the moderating role of these variables is not confirmed for the relationship between procedural justice and positive emotions. ConclusionAmong the key findings of our study, the paper shows that the OBSE and work self-efficacy buffer to negative emotions in the case of low procedural justice, and the external locus of control provokes negative emotions in the case of low procedural justice.

Why and when newcomer career consultation behaviour attracts career mentoring from supervisors: A sociometer explanation of supervisors' perspective

AbstractDrawing from the perspective of sociometer theory, we posit that the career consultation behaviour of newcomers can bolster supervisors' organization‐based self‐esteem (OBSE), thereby increasing their access to career mentoring from supervisors. Additionally, we suggest that the impact of newcomers' career consultation behaviour on supervisors' OBSE will be more pronounced among individuals with a higher power distance orientation. A time‐lagged, four‐phase data collection involving 238 newcomer–supervisor dyads supported this moderated mediation effect. The results indicate that newcomers' career consultation behaviour contributes to supervisors' OBSE, particularly for those with higher power distance orientations compared to their counterparts with lower power distance orientations. Subsequently, this is positively associated with supervisors' career mentoring as reported by newcomers. The implications of this study are discussed in the context of existing literature on newcomer socialization and mentoring.

Participative leadership and employees’ cyberloafing: A self-concept-based theory perspective

The antecedents of employees’ cyberloafing (internet use for nonwork purposes during office hours) have become a burgeoning research topic. This research therefore explores how and when participative leadership serves as an important antecedent to employees’ cyberloafing. Drawing upon self-concept-based theory, we hypothesize that participative leadership can reduce the cyberloafing of employees with a high need for power by increasing their organization-based self-esteem (OBSE). Analyzing survey data from 212 employee-coworker dyads, we have found that participative leadership is positively related to employees’ OBSE, which, in turn, is negatively related to employees’ cyberloafing. Moreover, employees’ need for power strengthens the relationship between participative leadership and employees’ OBSE as well as the indirect relationship between participative leadership and employees’ cyberloafing through their OBSE. These relationships are significant (versus nonsignificant) when employees’ need for power is high (versus low). Accordingly, this research identifies a novel predictor of employees’ cyberloafing and offers insights for organizational leaders aiming to manage employees’ cyberloafing wisely.

Effects of formal mentoring support on newcomer–protégé affective organizational commitment: a self‐concept‐based perspective

AbstractThe study proposes and tests a self‐concept‐based perspective for the effects of formal mentoring support on affective organizational commitment (AOC) via multiple mediators. Using time‐lagged multi‐source dyadic data (n = 203), we demonstrate that formal mentoring support significantly influences newcomer–protégés' AOC through an underlying self‐evaluative mechanism indicated by organization‐based self‐esteem (OBSE), even in the presence of a well‐established alternative mediator (perceived organizational support; POS). Moreover, we further demonstrate when or under what circumstances such effects might be attenuated or exaggerated by introducing a salient boundary condition to such a process (i.e., perceived mentor organizational prototypicality). As the findings reveal, by making newcomer–protégés feel good about themselves in the workplace (i.e., perceive self‐value) formal mentoring support can also promote organizational commitment, effects that are likely to be amplified when the formal mentor is perceived to be prototypical of the organization. Thus, bridging the mentoring and socialization literatures, the inclusion of our proposed mediators and moderator and testing their relationships simultaneously not only provides a more nuanced view of the underlying mechanisms through which the effects of formal mentoring support are channeled to influence newcomer–protégés' work attitudes but it offers new theoretical elaboration and contextual understanding that we hope will prompt future research and be of benefit to human resource practitioners. Implications to theory, practice and future research directions are discussed.

Is it fair? How and when exploitative leadership impacts employees' knowledge sharing

PurposeExploitative leadership as a form of destructive leadership may hinder employees' knowledge sharing. However, how and when exploitative leadership impacts employees' knowledge sharing is under explored. Drawing on fairness heuristic theory, this study aims to construct a moderated mediation model to investigate the impacting mechanisms of exploitative leadership on employees' knowledge sharing by introducing organization-based self-esteem as a mediator and perceived organizational procedural justice as a moderator.Design/methodology/approachTo test the research model, data were collected from 148 full-time employees at two-time points and analyzed using partial least square-structural equation modelling (PLS-SEM).FindingsExploitative leadership has a direct negative impact on knowledge sharing. Through the mediation of organization-based self-esteem, exploitative leadership has an indirect impact on knowledge sharing. Organizational procedural justice can weaken the indirect negative relationship between exploitative leadership and knowledge sharing via organization-based self-esteem.Originality/valueThis study is the first to introduce fairness heuristic theory to explain the relationship between exploitative leadership and knowledge sharing. Findings about the mediating role of organizational self-esteem and the moderating role of organizational procedural justice in the relationship between exploitative leadership and knowledge sharing can uncover the black box of how exploitative leadership affects knowledge sharing.