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Organization-based self-esteem: Construct definition, measurement, and validation
Abstract
The article introduces the construct "organization-based self-esteem" and its measurement. We developed a partial nomological network resulting in a set of hypotheses that guided efforts lo validate the construct and its measurement. Homogeneity of scale items, test-retest and internal consistency reliability, and convergent, discriminant, incremental, concurrent, and predictive validity estimates were all in inspected through conducting field studies and a laboratory experiment. We present results from a validation effort involving seven studies that draw on data from over 2,000 individuals, representing diverse organizations and occupations. Results support the construct validity of the measurement and most of the hypotheses.
The organization-based self-esteem scale has been used in 100s of published studies since its validation, and a well-developed organization-based self-esteem theory now exists.
... According to this theory, newcomers' career consultation behaviour can send a strong signal to supervisors, making supervisors perceive themselves as having high relational value for newcomers. This perception enhances their organization-based self-esteem (OBSE), defined as an individual's perceived value and worth as a member of the organization (e.g., Pierce et al., 1989;Pierce & Gardner, 2004), thereby motivating their engagement in offering career mentoring, as a way to display and reinforce their relational values to newcomers. ...
... Drawing on the perspective of sociometer theory, we anticipate that newcomers' career consultation behaviours towards supervisors will be positively correlated with supervisors' OBSE, defined as an individual's perceived value and worth as a member of the organization (e.g., Pierce et al., 1989;Pierce & Gardner, 2004). When newcomers join an organization, supervisors often face uncertainty regarding their fit within the organization and their suitability for the job due to their lack of familiarity. ...
... We employed Pierce et al. (1989) 10-item scale to have supervisors rate their OBSE at both Time 2 and Time 3 (α = .98 for Time 2 and .96 ...
Drawing 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.
... This approach assumed that employees' stress in the workplace increases when the job demands, such as: high work pressure [68,70], workload [14,71], hassles [14], lack of control [14,60] increase, but may be buffered by the employee's resources utilized to balance these demands [68,70]. The key components of individual adaptive capacity, identified in the context of job stress as personal resources are occupational self-efficacy [72], organizational-based self-esteem [73], and optimism [74]. ...
Despite the unquestionable advantages of digital transformation (DT) in organizations, the very process of DT could have an impact on the level of stress of the employees. The negative effects of the digital transformation process can be observed during the implementation of information and communication technologies (ICT) solutions. They are further enhanced by the effects of COVID-19 pandemic, as digital transformation has accelerated to allow for remote work. Herein we distinguish between general stress at the workplace and the very specific type of stress, namely digital transformation stress (DTS). We assumed that this type of stress appears when rapid implementation of ICT solutions is introduced with time pressure and incertitude of further results. To quantify this phenomenon, we developed a new self-report scale—the Digital Transformation Stress Scale (DTSS), measuring employees’ stress stemming from the process of digital transformation in organizations. The psychometric validity of the scale was evaluated in two studies: Study1 conducted at the beginning of COVID-19 pandemic in 2020 (N = 229) and Study 2 in 2021 (N = 558), after a year of mostly remote work. The results confirmed good reliability with Cronbach’s Alpha α = .91 in Study 1 and α = .90 in Study 2 and assumed unidimensional factorial validity of the scale in both studies. All items of the scale had good difficulty and discrimination values evaluated in Item Response Theory, i.e., IRT approach. The scale showed predicted convergent validity as the indicator of the digital transformation stress moderately correlated with general stress at work. Moreover, the assumption that even employees with high ICT skills could be affected by DTS was confirmed. Additionally, the results indicated that digital transformation stress was significantly higher among employees who reported both issues: ongoing digital solutions projects at the workplace and high impact of COVID-19 pandemic on their work. The scale could be used in future work on measuring and counteracting digital transformation stress at the workplace.
The aim of this study is to examine how the leadership style of department heads or principals, which emphasizes inclusivity, influences teachers' innovative work performance and teaching pedagogical skills. Researcher used the quantitative method; data were gathered applying for survey research design through Google form. There were 336 teachers from schools, colleges and universities of Baluchistan and Sindh. Data was used hierarchical regression and descriptive analysis; Researcher confirmed the positive association among inclusive leadership IL and innovative work behavior IWB.
Bullying is an adverse workplace phenomenon that requires serious attention by leaders and managers. Drawing upon Social Identity Theory, Optimal Distinctiveness Theory, and Victim Precipitation Theory, this study investigates how inclusive leadership is associated with workplace bullying (WB). It also examines the mediating role of psychological safety and self-esteem as serial mediators in this relationship. Additionally, the moderating role of embeddedness on the link between inclusive leadership and WB is explored. The study used a two-wave time-lagged survey completed by 226 full-time employees. The survey captured employees’ perceptions about themselves, their work environment, and their line managers. Study hypotheses were tested through structural equation modeling. Study findings revealed that inclusive leadership is negatively related to WB. We also found support for the serial mediation of psychological safety and self-esteem in the link between inclusive leadership and WB. Our study also demonstrates that the negative relationship between inclusive leadership and WB is weaker for employees with high embeddedness, thereby uncovering the less explored dark side of embeddedness.
İşletmelerin rekabet avantajı kazanmak için küçülme ve esnekleşme stratejileri izlemeleri işgücünün yönetimine dair stratejileri de etkilemiştir. Özellikle geçici, yarı zamanlı istihdam uygulamaları çalışanların tam zamanlı istihdam koşullarında sahip oldukları iş güvencesini ortadan kaldırmıştır. Çalışanların önemli bir bölümü işlerinin sürekliliğini koruma konusunda kaygı yaşamaktadırlar. Öte yandan çalışanlar daha iyi ücret ve çalışma koşulları sağlayacak işleri arama konusunda da kayda değer bir özgürlüğe sahip olmuşlardır. Bununla birlikte çalışanların mevcut işlerini korumaya çalışmak ile yeni işler aramak konusundaki tercihlerinin onların özgüvenleri ile bağlantılı olacağı düşünülmektedir. Bu çalışma iş güvencesizliği algılayan çalışanların bu algılarının işten ayrılma niyetine etkisini araştırmaktadır. Özgüvenin bu ilişkide düzenleyici/ılımlaştırıcı bir rol oynayacağı; özgüvenleri yüksek çalışanların işten ayrılma niyetlerinin yüksek olacağı, buna karşılık düşük özgüvenin işten ayrılma niyetini azaltacağı varsayılmaktadır. Araştırmanın evrenini Afyonkarahisarda bulunan 5 yıldızlı otel işletmelerinde çalışanlar oluşturmaktadır. 135 otel çalışanından veri toplanmıştır. Yapısal eşitlik modeli çerçevesinde yapılan analiz sonucunda iş güvencesizliğinin işten ayrılma niyeti ile doğrusal ve olumlu ilişkili olduğu ve özgüvenin bu ilişkide düzenleyici bir role sahip olduğu sonucuna ulaşılmıştır.
The 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.
Background: Employee engagement is an important factor for companies to consider as it can increase net profit margin by 6% (Kruse, 2015). Based on previous literature, there are thirteen major factors that influence employee engagement, such as: transformational leadership, transactional leadership, corporate social responsibility (CSR), work-life balance, technology, autonomy, respect, growth and development, job significance, having a creative and challenging job, perceived self-worth, performance evaluation and recognition, and organizational bureaucracy. Objective: This research aimed to investigate the factors that influence employee engagement of Generation Z in Indonesia, during the transition from the COVID-19 pandemic to the endemic period. Method: This study collected data through an online survey, which was distributed to service industry employees in Indonesia. The sampling method used was convenience sampling. A total of 94 valid questionnaires were obtained, and all items were graded on a seven-point scale. In addition, 334 people participated in this study. To identify factors that influence employee engagement, exploratory factor analysis was used. Following that, multiple regression analysis was used to investigate the impact of these dimensions on employee engagement. Results: Thirteen factors that influence employee engagement of Generation Z were identified, namely, transformational leadership, transactional leadership, corporate social responsibility (CSR), work-life balance, technology, autonomy, respect, growth and development, job significance, having a creative and challenging job, perceived self-worth, performance evaluation and recognition, and organisational bureaucracy. Regression analysis shows that the factors influencing employee engagement had positive and significant effects on influencing employee engagement of Generation Z, such as: work-life balance, perceived self-worth, transformational leadership, respect and organizational bureaucracy. Conclusion: This study revealed that five main factors were identified as crucial for employee engagement in Generation Z, namely: work-life balance, perceived self-worth, transformational leadership, respect and organisational bureaucracy. Keywords: Employee engagement, Endemic, Generation Z, Pandemic, Workplace
Studied changes across time in measures of organizational commitment and job satisfaction as each related to subsequent turnover among 60 recently employed psychiatric technician trainees. A longitudinal study across a 101/2-mo period was conducted, with attitude measures (Organizational Commitment Questionnaire and Job Descriptive Index) collected at 4 points in time. Results of a discriminant analysis indicate that significant relationships existed between certain attitudes held by employees and turnover. Relationships between attitudes and turnover were found in the last 2 time periods only, suggesting that such relationships are strongest at points in time closest to when an individual leaves the organization. Organizational commitment discriminated better between stayers and leavers than did the various components of job satisfaction. (36 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
We tested the assertion of Stone and Gueutal (1985) that an empirically based measure of job characteristics can explain more of the variance in job satisfaction criteria than measures based on a priori formulations. Our second purpose was to assess whether job satisfaction mediates the relation between job characteristics and intent to leave. Surveys were administered to 742 male and female employees of a chemical manufacturing company. Results of multivariate analyses indicated that (a) job dimensions not considered by the frequently used Motivating Potential Score (MPS) operational definition of job scope contributed significantly to the explanation of variance in satisfaction with the work itself, satisfaction with other job facets, and general job satisfaction ( p < .01), and (b) the effects of the job's motivating potential, danger, intellectual demands, and manufacturing orientation of withdrawal propensity were entirely mediated by general job satisfaction ( p < .01) and job facet satisfaction ( p < .05). These findings suggest support for the measurement of an expanded set of job characteristics. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This study is based on a multifaceted and hierarchical model of self-concept and explores the relationships between the various facets of self-concept and academic achievement. The model of self-concept has general self-concept at the apex, then academic self-concept, presentation of self, and social self-concept. There are 7 third-order factors: achievement, ability, and classroom self-concepts (academic), physical self-concepts (social). Further, there are four specific-subject and peer and family self-concepts (social). Further, there are four specific-subject self-concepts. The argument proposed in this study is that the relations between achievement and the facets of academic self-concept are greater than the relations between achievement and presentation of self and social self-concept. This argument is not rejected. Adolescents consistently evaluate themselves across various academic subjects, but there are no relationships between achievement and other aspects of the self.
This study investigated the effects of four sources of environmental structuring on employee responses. These sources are job, technology, work unit, and leader behavior. Main, joint, and interactive effects were examined. Job structure had the strongest effect. It was demonstrated that technology, job, and work unit structure were found to be substitutes for leader structure. Leader structure had little unique association with employee reactions except when the other sources of environmental structure were weak. Two alternative theoretical interpretations of the findings are offered: reactivity and “closeness.”
In the 1955 competition for the Helen L. DeRoy Award, two papers were judged of sufficient excellence to share equally in the prize of $500. Social Problems is happy to publish both of these in the present issue. One, by Robert Dubin, appears below; the other, by Melvin Seeman, begins on page 142.
This paper develops the hypothesis that hierarchical structure and external control in organizations are antecedent variables leading to low achievement, low creativity, and high aggression. An intervening variable of belief systems is postulated and a consistency motivational hypothesis is suggested. Data supportive of the hypothesis is reviewed and implications are suggested.