Organization-based Self-esteem Research Articles

Black and Abused: The Adverse Impact of Trump-Supporting Supervisors on Black Employees

In the wake of the tragic deaths of Breonna Taylor, Ahmaud Arbery, and George Floyd, many organizations issued statements proclaiming #BlackLivesMatter. Nonetheless, management scholars have highlighted the various ways that organizations show that Black employees do not matter and have called for a greater emphasis on Black scholarship. Black scholarship refers to the epistemic practices grounded in the social realities of Black people at work or in society. We seek to extend Black scholarship research by integrating insights from the Trump effect literature. Subsequently, we rely on social cognitive and organizational resentment theories to explain why Trump-supporting supervisors have an anti-Black racial bias and why they model the abusive leadership style of former United States President Donald J. Trump that elicits organizational resentment from Black employees. Across two studies (an experimental-causal-chain study and a field study), we find that perceived Trump-supporting supervisors, in comparison to perceived Trump-opposing supervisors, are more likely to abuse their Black employees. In turn, as Black employees experience abusive supervision, they develop resentment toward their employers. We also find that the impact of abusive supervision on organizational resentment is weaker when Black employees’ organization-based self-esteem (OBSE) is low compared to high. This is because Black employees with low OBSE are more likely to blame themselves for the abuse. Theoretical contributions, practical implications, limitations, and future research are discussed.

Linking Leader-Member Exchange Ambivalence and Presenteeism: A Moderated Mediation Model

Presenteeism, referring to attending work while ill, has become a prevalent phenomenon in recent years. Although previous research has identified a range of predictors of presenteeism, it remains less known about its potential social antecedent. Drawing on self-consistency theory, this study examined the mediating role of organization-based self-esteem between leader-member exchange ambivalence and presenteeism as well as the moderating role of supervisor’s organizational embodiment. To test the proposed model, we collected data in a sample of 370 employees across three waves in time. The results supported the indirect effect of leader-member change ambivalence on presenteeism via organization-based self-esteem and this indirect effect was only significant when supervisor’s organizational embodiment was high. We discussed the theoretical and practical implications as well as future research directions. We hope our findings can stimulate more future research on the social perspective of presenteeism.

Voice in Reaction to Being Envied: The Self-Esteem Mechanisms Under the Agency-Communion Framework

Being envied in the workplace can make the target feel good for being superior to peers in certain aspects but can also make the target feel bad for not being liked by peers. These paradoxical feelings can have different effects on the envied employees’ behaviors, especially public behaviors that are observable to the peers. Based on the agency-communion framework, our research investigated how and when being envied affects one’s public voice. Field data from a service company found that being envied enhanced self-esteem in the agency domain (i.e. organizational-based self-esteem), which in turn increased public voice. This positive indirect effect was stronger when competitive climate was higher rather than lower. Meanwhile, being envied increased self-esteem threat in the communion domain (i.e. social self-esteem threat), which in turn inhibited public voice. This negative indirect effect was stronger when task interdependence was higher rather than lower. These findings suggest that, depending on the team contexts, employees' perception of being envied can either facilitate or impede their public voice by either enhancing their self-esteem in the agency domain or threatening their self-esteem in the communion domain, respectively. The theoretical and practical implications are discussed.

Integrating Deonance and Behavioral Plasticity Theories to Advance Leader Duty-Oriented Behavior

In effort to extend duty orientation research, we focus on identifying an antecedent and two leadership outcomes of duty-oriented behavior. Across two studies (an experimental-causal-chain study and a multi-source field study), we rely on deonance and behavioral plasticity theories to explain how the institutionalization of ethics impact ethical leadership and abusive supervision. We argue that the institutionalization of ethics operates as an ethical ought force that triggers leader duty-oriented behavior. In turn, the demonstration of leader duty-oriented behavior impacts followers’ evaluations of ethical leadership and abusive supervision. Given our deontic framework and the its emphasis on behavioral expansion and constriction, we integrate behavioral plasticity theory to examine and explain when leader organization-based self-esteem impacts the reactivity to the effect of the institutionalization of ethics. Specifically, we find that the impact of the institutionalization of ethics on ethical leadership and abusive supervision via leader duty-oriented behavior is stronger when leader OBSE is low. Theoretical and practical implications are discussed.

How Ambidextrous Human Resource System Affect Employee Creativity? A Study in the Pakistani Context

Strategic human resource management scholars have devoted substantial research to determine the relationship between human resource management (HRM) and creativity. It has focused primarily on HRM architecture at the macro level: exploring the effect of the HRM system on performance related to capacity building, skills and competencies. In framing that HRM architecture, this macro focus informs organisations about how to promote creativity. However, literature on how a creativity-targeted HRM system, for instance, the ambidextrous HR system, influences employees’ perceptions and experiences to be more creative at the individual level is still limited. The multilevel perspective on how the HRM system can potentially promote the creativity of employees is still limited. The multilevel data from 100 HR heads and 400 faculty employees of public and private sector universities show that the top-down effect of the ambidextrous HR system on employee creativity is partially mediated by ambidextrous learning and organisation-based self-esteem. Based on the findings, the study offers practical and theoretical implications.

Workplace Bullying, Engagement and Employability: Moderating Role of Organization-Based Self-Esteem

The present research paper aims to examine the influence of workplace bullying on employee work outcomes in terms of employee engagement and perceived internal employability. The paper also analyses the moderating role of organization-based self-esteem (OBSE) in the relationship between workplace bullying and employee work outcomes. The authors relied on cross-sectional data from teaching faculty across universities and colleges in South India to validate hypotheses empirically. The proposed model was tested using Warp-PLS and PROCESS macro in SPSS. The study reported a significant negative influence of workplace bullying on perceived internal employability and employee engagement. The study also found that OBSE positively moderated the negative relationship between workplace bullying and employee work outcomes in terms of engaging employees and perceived employability. The unique aspect of this research is that it is the first time the moderating role of OBSE is discussed in bullying literature. The study puts across OBSE as a positive organization related construct that can nullify the negative impacts of workplace bullying. OBSE is a crucial resource in annualizing the negative effect of bullying in the workplace. Policymakers should imbibe OBSE as a crucial factor in the policies and ethics of their organization for enhancing employee engagement and employability.

I want to achieve my goals when I can? The interactive effect of leader organization-based self-esteem and political skill on goal-focused leadership

I want to achieve my goals when I can? The interactive effect of leader organization-based self-esteem and political skill on goal-focused leadership

Paradoxical leadership and employee innovation: Organization-based self-esteem and harmonious passion as sequential mediators

We applied self-concept theory and self-determination theory and proposed that the relationship between paradoxical leadership and employee innovation would be sequentially mediated by organizationbased self-esteem and harmonious passion. We tested our hypotheses by surveying 374 full-time employees in China and adopting structural equation modeling. The results indicate that paradoxical leadership was positively associated with employees' organization-based self-esteem, harmonious passion, and innovation. Moreover, the positive effect of paradoxical leadership on employees' innovation behavior was sequentially mediated by organization-based self-esteem and harmonious passion. Our findings advance understanding of the mechanism underlying the relationship of paradoxical leadership with employees' innovation behavior, and provide a meaningful extension of the leadership literature. We discuss implications for theory and practice.

Linking artificial intelligence to service sabotage

ABSTRACT The widespread use of artificial intelligence (AI) technology in the service industry has made the conflict between service robots and frontline employees a hot topic. While research shows that the adoption of service robots may have a negative impact on employees’ psychology and behavior, little is known about its effects on frontline employee’ service sabotage. The current study explores the influencing mechanism of service sabotage in the context of AI introduction based on the STARA theory and conservation of resource theory. The results reveal that: (1) Frontline employee’s AI awareness direclty affects service sabotage; (2) Organization-based self-esteem plays a partial mediating role between AI awareness and service sabotage; (3) Perceived organizational support weakens the effect of AI awareness on service sabotage.

Validation of the Organizational-Based General Self-Esteem Scale.

Using data from four different samples of full-time employees (Ntotal = 2,474), the present study was aimed to introduce and demonstrate the validity and reliability of the Organizational-Based General Self-esteem Scale (OB-GSE) a new six-item self-report scale to measure organizational-based self-esteem (OBSE) at work. Results provided evidence of (1) validity (internal, external, and convergent), (2) reliability, and (3) temporal stability of the OB-GSE scale. All in all, results attested the usefulness and the effectiveness of the OB-GSE scale.

The Influence of Organization-Based Self-Esteem and Employee Engagement toward Organizational Citizenship Behavior

This study aimed to investigate the effect of Organization based Self Esteem (OBSE) and Employee Engagement on Organizational Citizen Behavior (OCB) of foreign-owned bank in Cirebon. To obtain data, a sample of 103 employees was taken at several banks with foreign ownership status in Cirebon using an accidental sampling technique. The analytical tool used is multiple regression analysis. The results showed that both OBSE and Employee Engagement had a positive and significant effect on the OCB of employees at several banks with foreign ownership status in Cirebon.

Why and When Negative Workplace Gossip Inhibits Organizational Citizenship Behavior

The potentially destructive effects of informal communication in the form of negative workplace gossip have recently attracted scholars’ interest. Beyond the perspectives of prior studies (e.g., the conservation of resources (COR) and self-consistency theories), we offer a new account based on social identity theory and propose that negative workplace gossip is related to target employees’ decreased organizational citizenship behavior (OCB) by undermining their identification with the organization. We also theorize that collectivism influences the extent to which employees identify with the organization when being targeted by negative gossip. By collecting three-wave supervisor–subordinate dyadic data from China, we demonstrated that organizational identification mediates the negative relationship between negative workplace gossip and OCB when the effects of other mediators studied by previous perspectives (i.e., organization-based self-esteem (OBSE) and emotional exhaustion) were controlled. In addition, we found that collectivism moderates the indirect effect of negative workplace gossip on OCB through organizational identification.

Workplace relationships and employees' proactive behavior: Organization-based self-esteem as a mediator

We utilized self-determination theory to understand employees' proactive behavior. Assuming that organization-based self-esteem (OBSE) is a key variable influencing employees' satisfaction status, we proposed that leader–member exchange (LMX) and team–member exchange (TMX) would affect employees' proactive behavior through their OBSE, and that LMX and TMX would interact, whereby TMX would increase proactive behavior through affecting OBSE when individuals experience low-quality LMX. Data were collected from 315 employees in a Chinese company. The results show that workplace relationships positively affected OBSE and employees' proactive behavior, and OBSE played a mediating role in these relationships. TMX increased employees' OBSE and proactive behavior under the condition of low-quality LMX. Our results highlight the consequences of workplace interpersonal interactions on OBSE and proactive behavior. Practical solutions for enhancing employee motivation are recommended.

The Effects of Insecure Attachment Style on Workplace Deviance: A Moderated Mediation Analysis.

The purpose of this study is to explore why workplace deviance behavior among employees has increased during Corona Virus Disease 2019 (COVID-19) from the perspective of insecure attachment style. Based on attachment theory, we propose and test the effect of insecure attachment style (attachment anxiety, attachment avoidance) on deviance behavior (organizational deviance behavior, interpersonal deviance behavior) via organization-based self-esteem using 422 data from Chinese employees. And we further examine the moderating role of leader–member exchange in reducing workplace deviance behavior. The findings show that attachment anxiety and attachment avoidance are both positively related to workplace deviance behavior. Attachment anxiety and attachment avoidance both indirectly predict organizational deviance behavior through organization-based self-esteem. Moreover, leader–member exchange can moderate the indirect effects of both attachment anxiety and attachment avoidance on organizational deviance behavior via organization-based self-esteem. This research highlights the fact that employees with insecure attachment style need more care from the organization during the COVID-19 pandemic and demonstrates that one of the key ways in which insecure attachment style increases organization-based self-esteem is by facilitating the development of high-quality leader–member exchange.

High Organization-Based Self-Esteem Is Associated With Lower Risk of Depressive Symptoms Among University Athletes.

As depressive symptoms can impair athletes’ healthy competitive life and lead to a decline in performance, it is necessary to identify and prevent these symptoms. Organization-based self-esteem is one of the factors that influence the mental health of the members of an organization. It has been found that employees with high organization-based self-esteem have good mental health. However, the relationship between organization-based self-esteem and mental health has not yet been investigated in athletes. Therefore, we aimed to develop an organization-based self-esteem scale for university athletes (Study I) and investigate the relationship between organization-based self-esteem and depressive symptoms (Study II). Study I included subsample A: 210 university athletes (average age 19.6 ± 0.64 years) and subsample B: 371 university athletes (average age 19.4 ± 0.90), who responded to the newly developed Organization-Based Self-Esteem Scale for University Athletes (OBSE-UA), the Rosenberg Self-Esteem Scale, and the Sports Commitment Scale. To confirm the reliability of the developed scale, 2 weeks later they responded to the OBSE-UA again. In Study II, the participants were 232 university athletes (average age 19.5 ± 1.10 years), who completed the OBSE-UA developed in Study I and the Self-Rating Depression Scale. In Study I, we extracted a one-factor structure with six items for the OBSE-UA using exploratory and confirmatory factor analysis. Sufficient validity and reliability were confirmed by examining the relationship between organization-based self-esteem and sports commitment scale and retest methods, respectively. In Study II, athletes with high organization-based self-esteem showed a 0.33 time lower risk of experiencing depressive symptoms, compared to athletes with low organization-based self-esteem.

The effect of customer-initiated support on employee service performance: The Self-verification theory perspective

<p id="p00005">With the service industry growing rapidly to contribute to about 60% of the world’s GDP, improving customer service quality with high service performance (in-role performance and proactive customer service performance) is critical for service organizational development. Previous research has linked employee service performance with a variety of potential antecedents, such as individual difference factors and organizational factors from resource, identification, and motivation perspectives. Surprisingly, we know little about how customer positive behaviors (e.g., customer-initiated support) might affect employees’ service performance. This is a critical gap to fill because customers have substantial power and impact on front-line service employees through frequent direct interactions with them during service delivery. Drawing on the self-verification theory, the present study aimed to examine the effect of customer-initiated support on employee service performance (in-role performance and proactive customer service performance) and explore the mediating role of organization-based self-esteem and the moderating roles of promotion focus and internal locus of control. <break/>We collected three-wave time-lagged data from 652 nurses nested within 139 department supervisors. In the first-wave survey (T1), employees reported perceived customer-initiated support, their promotion focus, internal locus of control, proactive personality, and demographic variables. In the second-wave survey (T2), employees who had completed first wave questionnaires were asked to rate their organizational-based self-esteem. In the third wave survey (T3), employees’ supervisors were asked to report the employees’ service performance, including in-role performance and proactive customer service performance. <break/>Results from multilevel modeling analysis showed that: (1) customer-initiated support was positively related to employee organization-based self-esteem; (2) organization-based self-esteem was positively related to employee in-role performance and proactive customer service performance; (3) employee organization-based self-esteem mediated the relation between customer-initiated support and employee in-role performance and proactive customer service performance; (4) promotion focus strengthened the positive relationship between customer-initiated support and organization-based self-esteem, such that the positive relationship between customer-initiated support and organization-based self-esteem is stronger for employees with higher promotion focus; (5) internal locus of control weakened the relationship between customer-initiated support and organization-based self-esteem, such that the positive relationship between customer-initiated support and organization-based self-esteem is weaker for employees with higher internal locus of control. <break/>Our findings contribute to literature in several ways. First, we contribute to the service performance literature by identifying customer-initiated support as a potential antecedent. Second, this study uncovers the potential mechanism of customer-initiated support’s impact on employee service performance from the self- verification perspective, which broadens previous research from resources, identification, and motivation perspectives. Third, this study confirms the moderating roles of promotion focus and internal locus of control, which contributes to the understanding of under what conditions the effect of customer-initiated support will be stronger.

Workplace ostracism and job performance: the moderated mediation model of organization-based self-esteem and performance goal orientation

PurposeThis study established and examined a moderated mediation model connecting workplace ostracism with job performance. Drawing from the viewpoint of self-esteem threat, the model posits that the effect of workplace ostracism on job performance is mediated by levels of organization-based self-esteem, while the relationship between workplace ostracism and organization-based self-esteem is moderated by performance goal orientation.Design/methodology/approachMultisource data were collected from 160 employees and their immediate supervisors in Taiwan.FindingsAs predicted in the research model, workplace ostracism was found to decrease organization-based self-esteem and, therefore, hinder employees' job performance. Performance goal orientation was found to buffer the negative effect of workplace ostracism on job performance via organization-based self-esteem.Practical implicationsTo eliminate the negative impact of workplace ostracism, supervisors can help ostracized employees to self-regulate by aligning their performance goal orientation to reduce the perception of self-esteem threat.Originality/valueThis study provides evidence of boundary conditions for the relationship between workplace ostracism and job performance and explores the impact of self-regulation on ostracized employees' organization-based self-esteem and subsequent job performance.

A Structural Model for Burnout and Work Engagement of Nurses in Long-term Care Hospitals: Application of the Expanded Job Demand-Job Resources Model

Purpose: This study aimed to develop and test a structural model for burnout and work engagement of nurses in long-term care hospitals. The hypothetical model was constructed on the basis of the expanded Job Demand-Job Resources Model by Xanthopoulou, Baker, Demerouti, and Schaufeli and previous studies related to nurses’ burnout and work engagement.Methods: The study participants included 232 nurses working in seven long-term care hospitals with over 100 bed located in Jeollanam-do and Jeollabuk-do. Data were collected from February 6 to February 16, 2020. Data were analyzed using descriptive statistics, Pearson’s correlation, and structural equation modeling by SPSS 21.0 and AMOS 21.0 programs.Results: The final model showed a good fit to the empirical data: The factors that influenced burnout of nurses in long-term care hospitals were resilience (β=-.37), emotional demands (β=.29), work overload (β=.24), organization-based self-esteem (β=-.19), and social support (β=-.18) explaining 60.5% of the variance. The factors that influenced work engagement for nurses in long-term care hospitals were resilience (β=.44), burnout (β=-.32), and career-growth opportunity (β=.18) explaining 66.4% of the variance.Conclusion: The model constructed in this study is recommended as a model to explain and predict the burnout and work engagement of nurses in long-term care hospitals. The results suggest that strategies for decreasing the burnout of nurses in long-term care hospitals should focus on resilience, emotional demands, work overload, organization-based self-esteem, and social support. In addition, strategies for increasing nurses’ work engagement should focus on resilience, burnout, career-growth opportunity, and social support.

How does workplace ostracism hurt employee creativity? Thriving at work as a mediator and organization‐based self‐esteem as a moderator

AbstractDrawing on the socially embedded model of thriving and conservation of resources theory, we explore the negative effect of workplace ostracism on employee thriving. We model organization‐based self‐esteem (OBSE) as a moderator and extend our examination to the downstream implications of thriving for employee creativity. Using a scenario‐based experiment (Study 1) with 387 working adults, we find that workplace ostracism is more likely to prevent workers with higher levels of OBSE from thriving at work. This finding is verified in Study 2, in which we use multiwave, multisource data collected from 207 employees and their supervisors to test the proposed model. The results further show that for employees with higher levels of OBSE, thriving at work is more likely to mediate the relationship between workplace ostracism and employee creativity. These findings provide important practical implications for fostering employee thriving and promoting creativity in the workplace by managing workplace ostracism.

What Makes Employees Green Advocates? Exploring the Effects of Green Human Resource Management.

Green advocacy has been the focus of both practitioners and theorists for decades. However, little attention has been paid to employee green advocacy despite its significance to employee green behaviors and the environmental sustainability of organizations. In an effort to contribute to this nascent field, this study investigates what promotes employee green advocacy and its psychological mechanisms. Based on cognitive consistency theory, we propose that green human resource management (GHRM) can influence employees’ organization-based self-esteem, which motivates them to engage in employee green advocacy to sustain their positive self-image and avoid possible cognitive disorders. Perceived organizational support moderates the relationship between GHRM and employee organization-based self-esteem. Data from a sample of 135 employees and their chief human resource officer (CHO) supported our hypotheses. We discussed the theoretical and practical implications of our findings.