Organization-based Self-esteem Research Articles

The Effects of Elementary School Teachers’ Perceived Organizational Support, Organization-Based Self-Esteem, and Job Satisfaction on Job Performance

The Effects of Elementary School Teachers’ Perceived Organizational Support, Organization-Based Self-Esteem, and Job Satisfaction on Job Performance

Exploring the consequence of information communication technology-enabled work during non-working hours: a stress perspective

PurposeThis study aims to examine the impact of information communication technology-enabled work during non-working hours (ICT-enabled WNWHs), as a source of stress, on employee behavioral outcomes –in-role job performance, organizational citizenship behaviors (OCBs) that benefit organizations and OCBs that benefit individuals, through emotional responses – work exhaustion, nonwork exhaustion and organization-based self-esteem. As the coronavirus disease 2019 (COVID-19) lockdowns demonstrated that employees frequently engage in ICT-enabled WNWHs, studying stress induced by ICT-enabled WNWHs is essential for understanding employee adaptation to the work-from-home trend that emerged from COVID-19 lockdowns.Design/methodology/approachA quantitative survey comprising 1,178 employees in China was conducted, and the data reliability and validity were confirmed. Partial least squares structural equation modeling analysis was employed to test the hypotheses.FindingsThe study results empirically proved that, although ICT-enabled WNWHs had significant effects on employee behavioral outcomes, the related emotional responses were the mediators of the stress transmission mechanism that directly affected employee behavioral outcomes. Notably, work exhaustion and organization-based self-esteem partially mediate the stress transmission mechanism, while nonwork exhaustion exerts a full mediating effect.Originality/valueThis study proposes the stress transmission mechanism of ICT-enabled WNWHs and delineates emotional responses regarding the work environment attributes of ICT-enabled WNWHs, an approach rarely seen in prior IS studies. To our best knowledge, this study is the first to identify and empirically demonstrate organization-based self-esteem as one among the emotional responses to ICT-enabled WNWHs. Furthermore, it expands understanding of the holistic impacts of ICT-enabled WNWHs, which is lacking in information systems (IS) literature.

Psychological Ownership and Ambivalent Employee Behaviors: A Moderated Mediation Model

Prior studies regard psychological ownership as a positive thing, but this study suggested two faces of psychological ownership. Specifically, we focused on the psychological process wherein two different routes via disparate mediators led to two seemingly contradictory outcomes: organizational citizenship behavior (OCB) and workplace aggressive behavior (WAB). In addition, we also examined the moderating role of a structural factor (i.e., network position) in the mediation process. Drawing on the social exchange theory, we proposed that psychological ownership would produce both OCB and WAB through organization-based self-esteem and psychological entitlement respectively, and an individual’s network position would moderate the effects of this process. Data from 189 nurses from a general hospital in Korea revealed that psychological ownership was positively related to two ambivalent outcomes, OCB and WAB. Further, a central position in a friendship network among nurses strengthened the positive relationship between psychological ownership and OCB. Overall, this study showed that psychological ownership was like a double-edged sword. We discussed the theoretical and practical implications of this finding.

Perceived Organizational Support and Reduced Job Performance During COVID-19.

Current research aims to identify a framework to enhance the performance of employees in government sector healthcare during the COVID-19 pandemic. Perceived organizational support was identified to enhance employees' performance through the intervention of a psychological process containing 3 states, that is, psychological safety, felt obligation and organization-based self-esteem. Job performance is considered as planned behavior, and psychological links are developed on the basis of the theory of planned behavior. This study is quantitative and used an empirical survey. Respondents of the study were nursing staff of government hospitals in Pakistan. The data were collected during the first wave of COVID-19 in Pakistan through online distributed questionnaires, and the data were analyzed using Smart PLS. Results show that perceived organizational support positively affects job performance during the COVID-19 crisis, and all the psychological states mediate the relationship. The study results are helpful for decision-makers of public sector organizations dealing with the most common problem of performance reduction during COVID-19. Results are also helpful for policymakers to address reduced performance in most government hospitals. Future research should consider antecedents of the perception of organizational support in the context of government and private hospitals.

A Healthy Employee: How Empowering Leadership Affects Followers’ Psychological Health via Organization-Based Self-Esteem

Purpose – The purpose of the present study is to examine the potential effect of empowering leadership on followers’ psychological health via organization-based self-esteem (OBSE) under the lens of conservation of resources theory. Design/Methodology/Approach – Data were collected from 279 full-time Korean employees working in various industries and occupations through an online survey. Structural equation modeling and bootstrapping were used to verify the indirect effect of empowering leadership on employees’ psychological health. Findings – Empowering leadership was positively related to followers’ OBSE, which in turn related to four different types of psychological health: positive affect, life satisfaction, depression, and burnout. Research Implications – Employees’ well-being has been overlooked in empowerment literature. The findings advance the understanding of how empowering leadership could affect followers’ psychological health, highlighting the importance of resource gains. OBSE as an important psychological resource contributes to improving employees’ well-being.

Competitive psychological climate as a double-edged sword: A moderated mediation model of organization-based self-esteem, jealousy, and organizational citizenship behaviors

Prior research is inconclusive on whether competitive climate affects employee performance positively or negatively. The current study tests a moderated-mediation model of the effect of competitive psychological climate on organizational citizenship behavior (toward co-workers and customers) through the mediation of jealousy by drawing on social comparison theory to address the contradiction in the literature. By invoking the self-consistency theory, this study also proposes that organization-based self-esteem would moderate the effect of employee jealousy (as a result of competitive psychological climate) on organizational citizenship behavior (toward co-workers and customers). Dyadic data were collected from 145 customer service employees and their supervisors in various hospitality organizations in the UAE. Our results provide empirical support for our hypotheses: Competitive climate acts as a double-edged sword in enhancing citizenship behaviors toward customers but diminishing cooperation and helping behaviors toward co-workers through employee jealousy. As expected, the current study found that organization-based self-esteem mitigates the negative effect of jealousy on citizenship behavior towards colleagues and exacerbate the positive effect of competitive climate on citizenship behavior towards customers (via jealousy). Our findings have theoretical and practical implications and recommend future research opportunities.

Linking empowering leadership with older teachers’ knowledge-sharing behaviour: the roles of organization-based self-esteem and organizational status

ABSTRACT This study develops a moderated mediation model that explores the link between empowering leadership and older teachers’ knowledge-sharing behaviour by focusing on the mediating role of organization-based self-esteem and the moderating role of organizational status. Based on a two-wave survey of 204 older teachers in primary and secondary schools in China, the results indicate that principals’ empowering leadership is positively related to older teachers’ knowledge-sharing behaviour, and this relationship is mediated by organization-based self-esteem. Moreover, organizational status moderates the mediating role of organization-based self-esteem in transmitting the effect of empowering leadership to knowledge-sharing behaviour.

Perceived organizational support on employee performance: the mediating role of organization-based self-esteem

The purpose of this paper is to evaluate the influence of perceived organizational support on employees’ performance through organization-based self-esteem in general banking sector in East Java, Indonesia. Data were collected from general banking sector employees through a self-administered questionnaire survey where a total of 129 questionnaires were distributed. A total of 100 completed questionnaires were received. The hypothesis was tested using an approach structural equation modeling-partial least squares (SEM-PLS) supported by program computer software Smart-PLS 3.0. This pilot study reveals that high perceived organizational support positively affect employees’ performance in general banking sector in East Java, Indonesia. Moreover, organization-based self-esteem levels would mediate the influence of perceived organizational support on employees’ performance in general banking sector in East Java, Indonesia. This study proposes managers to give chances to proficient advancement, improved occupation and satisfying the necessities identified through deference, mindfulness and endorsement. Furthermore, they ought to make more good working conditions, for example, preparing chances to support workers in their wants for self-improvement and accomplishment. This kind of research has not been thoroughly or even not been discussed in academic research. Therefore, it was necessary to put this issue into a management science.

Transformational leadership and older teachers’ intention to delay retirement in China: the roles of organization-based self-esteem and life expectancy

Transformational leadership and older teachers’ intention to delay retirement in China: the roles of organization-based self-esteem and life expectancy

How organizational support can help employees mitigate the effects of distributive injustice: a hierarchical moderated mediation model

Objectives. At present, the mechanism of distributive justice leading to presenteeism is still unclear. We aim to explore the relationship among distributive justice, organization-based self-esteem, presenteeism and organizational support among Chinese medical workers by building a moderated mediation model. Methods. We employed a cross-level research design that aggregated organizational support to the organizational level. Medical staff from 50 different hospitals in China were invited to participate in the survey, and 1122 valid data questionnaires were obtained. We used hierarchical linear modelling to test this cross-level moderated mediation model. Results. Our results suggest that, at the individual level, organization-based self-esteem partially mediates the distributive justice–presenteeism relationship, and at the individual level, organizational support moderates the relationship between distributive justice and organization-based self-esteem. Conclusions. Distributive justice enhances individuals’ organization-based self-esteem, which is associated with a reduction in presenteeism, and underscores the importance of organizations shaping an organizational support climate.

Managing hospitality employee cyberloafing: The role of empowering leadership

The internet is widely used to facilitate internal operations and provide real-time services in the hospitality industry. However, hospitality employees can also use the internet for nonwork purposes during working hours, behavior which is known as cyberloafing. Given that cyberloafing is typically viewed as impeding productivity in the hospitality industry, it is increasingly necessary to predict and manage hospitality employees’ cyberloafing. Can empowering leadership help manage such behavior? Drawing on conservation of resources theory, we expect that empowering leadership may have paradoxical effects on cyberloafing via two competing mechanisms. On the one hand, empowering leadership can increase cyberloafing by increasing role ambiguity; on the other hand, empowering leadership can reduce cyberloafing by increasing organization-based self-esteem (OBSE). Moreover, we expect that these two indirect relationships depend on hospitality employees’ power distance. Based on two-wave data collected from 201 employee-coworker dyads in the hospitality industry, the results of regression analyses provide support for our predictions. Moreover, for employees with lower (versus higher) power distance, empowering leadership is more likely to elicit employee OBSE (versus role ambiguity) and thus reduce (versus increase) their cyberloafing. This study expands our knowledge regarding the antecedents of hospitality employee cyberloafing in the context of empowering leadership and provides new insights for practitioners regarding ways of managing hospitality employee cyberloafing based on the connection between empowering leadership and employee power distance.

Dynamics of Global and Organizational Self-Esteem at Work

ABSTRACT Self-esteem represents one of the most important workers’ resources, and has been studied from two different perspectives conceiving self-esteem (1) as a global (i.e., global self-esteem, GSE), or (2) as a domain-specific construct (i.e., organization-based self-esteem, OBSE). To our knowledge, no study has addressed the dynamic relations between these two different self-esteem expressions and their concurrent value as useful work-related personal resources. In this study, we addressed this issue using six-wave longitudinal data weekly gathered from N = 279 full-time workers. We privileged the analysis of the dynamic relationships between GSE and OBSE at the state level, with a close eye on their different impacts on important organizational outcomes. Results from Random Intercept Cross-Lagged Panel models revealed that GSE and OBSE did not predict each other over time, despite being concurrently closely associated within each wave. The same close relation between GSE and OBSE was observed at a trait level. Importantly, rigorous concurrent predictive models revealed that neither GSE nor OBSE predicted or were predicted by the outcomes considered in the present study (i.e., job satisfaction and work engagement). We deeply discussed the implications of these results for refining our understanding of the value of these important self-esteem expressions at work.

How substantive corporate social responsibility attributions promote employee work engagement: A triple mediation model

Increasing evidences suggest that employees exhibit positive attitudinal and behavioral responses when they attribute their company’s demonstrations of corporate social responsibility as substantive. However, there has been insufficient investigation into the underlying psychological processes through which substantive corporate social responsibility attributions are associated with work engagement. Based on the model of psychological conditions for engagement, we proposed that attributions of substantive CSR are positively related to work engagement via work meaningfulness, psychological safety, and organization-based self-esteem. We collected two-wave time-lagged questionnaire data from 503 fulltime employees in mainland China. Hierarchical regression was conducted to test hypothesized model using SPSS Process macro. Results indicated that substantive corporate social responsibility attributions positively predicted work engagement; work meaningfulness, psychological safety and organization-based self-esteem parallel mediated this relationship. The findings contribute to the literature of well-being related outcomes of corporate social responsibility attributions and help a thorough understanding of antecedents of work engagement. It expands our knowledge of the new mechanisms in the relationship between corporate social responsibility attributions and work engagement. Our findings also could shed lights on the management for employees’ work engagement.

Family incivility and workplace bullying: mediating and moderating model of psychological safety, optimism and organization-based self-esteem

PurposeThis study aims to explore how family incivility is linked to workplace bullying among employees. This study examines the role of psychological safety as an explanatory mechanism linking both. This paper also looks into the moderating roles of optimism between family incivility and psychological safety and organization-based self-esteem (OBSE) between psychological safety and workplace bullying.Design/methodology/approachDrawing from the conservation of resources theory and work home resources model, this study developed various hypotheses. The proposed relationships were tested using responses gathered from 260 teaching faculty across the universities in India. This study used Warp-PLS for data analysis.FindingsThe findings suggest that psychological safety mediated the relationship between experienced family incivility and workplace bullying. This study also found support for the mediating role of psychological safety. Further, this study has proved that trait optimism and OBSE are boundary conditions influencing the outcomes of family incivility.Practical implicationsThe findings have practical implications for teachers, educational institution leaders and policymakers. This study augments the importance of cultivating optimism and OBSE to combat conflicting situations. Employees who practice optimism on a daily basis are high in psychological safety and when supported with OBSE by the institution, the impact of family incivility and its adverse effects in the workplace is reduced, curbing the instances of workplace bullying.Originality/valueTo the best of the authors’ knowledge, this is one of the first studies to establish the role of “organizational resource,” OBSE, as a coping mechanism in tackling the adverse effects of family incivility. From a resource perspective, this study is one of the first to look into the enablers and inhibitors of resource creation in an individual while experiencing family incivility.

Killing the service fire: leader aggressive humour undermines hospitality employees’ proactive customer service performance

PurposeDrawing on research on organisation-based self-esteem (OBSE) and self-consistency theory, this study aims to investigate whether, how and when leader aggressive humour (LAH) impacts hospitality employees’ proactive customer service performance (PCSP).Design/methodology/approachA total of 294 supervisor–employee dyads from eight hotels in China participated in the survey. The data were analysed by hierarchical multiple regression and PROCESS macro in SPSS.FindingsLAH undermines hospitality employees’ PCSP by threatening their OBSE, and this effect is significant only for highly entitled employees.Practical implicationsOrganisations could improve leaders’ awareness of the dark side of aggressive humour, especially for those who supervise highly entitled employees. Organisations could also cultivate positive leader–member relationships to improve employees’ OBSE and provide training for highly entitled employees to cope with leaders’ LAH.Originality/valueThis study contributes to the LAH literature by examining its influence on hospitality employees’ PCSP and identifying the mechanism and boundary conditions underlying this effect.

The Effects of Job Insecurity on Employee Voice Behavior

In this study, we examined the curvilinear relationship between employees insecurity and voice behavior. Meanwhile, we investigated the meditated influence of organization-based self-esteem and felt obligation for constructive change. Results totally supported this framework. Specifically, they include: (1) quantitative job insecurity was associated with promotive voice and prohibitive voice in the inverted U-shaped relationship; (2) qualitative job insecurity was negatively correlated with promotive voice and prohibitive voice; (3) the organization-based self-esteem and the felt obligation for constructive change played a mediated role in the relation of job insecurity and employee voice behavior. Implication and limitations, as well as future directions were discussed by the end.

The Effects of Job Insecurity on Employee Voice Behavior

In this study, we examined the curvilinear relationship between employees insecurity and voice behavior. Meanwhile, we investigated the meditated influence of organization-based self-esteem and felt obligation for constructive change. Results totally supported this framework. Specifically, they include: (1) quantitative job insecurity was associated with promotive voice and prohibitive voice in the inverted U-shaped relationship; (2) qualitative job insecurity was negatively correlated with promotive voice and prohibitive voice; (3) the organization-based self-esteem and the felt obligation for constructive change played a mediated role in the relation of job insecurity and employee voice behavior. Implication and limitations, as well as future directions were discussed by the end.

Why does leader aggressive humor lead to bystander workplace withdrawal behavior?-Based on the dual path perspective of cognition- affection.

Based on the Cognitive-Affective Personality System Theory, this study takes 443 employees of several Chinese enterprises and their direct superiors as the research objects, then a 1:1 paired survey is carried out at three different time points, and data is processed by Mplus 7.4 software. This study finds from a bystander perspective: leader aggressive humor plays a positive role in bystander affective rumination and bystander workplace anxiety. Both bystander affective rumination and bystander workplace anxiety play a mediation role between leader aggressive humor and bystander workplace withdrawal behavior. Besides, organization-based self-esteem alleviates the positive impact of leader aggressive humor on bystander affective rumination and bystander workplace anxiety, and then moderates the indirect impact of leader aggressive humor on bystander workplace withdrawal behavior through bystander affective rumination and bystander workplace anxiety, respectively. This study has practical guiding significance for promoting the organization to reduce the occurrence of aggressive humor, helping employees better integrate into the organization, and building a harmonious organizational environment.

Workplace ostracism

PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsThis study examined the link between workplace ostracism and job performance. The study found that workplace ostracism had a direct adverse effect upon performance but was also moderated by both organizational-based self-esteem and performance goal orientation.Originality/valueThe briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The Effects of Merit Pay Increases via Organization-Based Self-Esteem

Although merit pay increase is a pay-for-performance practice that organizations popularly use, its effectiveness has often been questioned. Prior studies have primarily explored merit pay increase outcomes by adopting the idea that merit pay is a form of compensation that makes employees see a conspicuous link between pay and performance. Diverting from this approach, we investigate merit pay increase’s effect on employee satisfaction and motivation using organization-based self-esteem as a key mechanism. We conducted two empirical studies that investigated the interactive indirect effect of merit pay increase and perceived pay dispersion on satisfaction and motivation via organization-based self-esteem. Study 1 analyzed 131 employee observations from two South Korean organizations. Results showed that merit pay positively affects satisfaction and motivation via organization-based self-esteem when perceived pay dispersion is low. In Study 2, 818 employee observations from six Finnish organizations were analyzed, and the findings were comparable to Study 1.