Organization-based self-esteem in work teams

Donald G. Gardner, Jon L. Pierce

Research output: Contribution to journalArticlepeer-review

16 Scopus citations

Abstract

It is now known that organization-based self-esteem (OBSE) correlates consistently with employee attributes that are important to the success of organizations, such as in-role and extra-role job performance, job satisfaction, organization commitment, and turnover intentions (see Bowling, Eschelman, Wang, Kirkendall, & Alarcon, 2010; Pierce & Gardner, 2004). The three major categories of OBSE antecedents (organization systems, messages from significant others, and experiences of success) have also been well studied, with one major exception. We do not know if, or how the experience of working in a group (team) environment affects employees’ OBSE level, and how OBSE might affect attitudes towards and the effectiveness of that group environment. This study develops hypotheses about the genesis of OBSE in work groups, and its relationships with work group satisfaction and perceptions of group member effectiveness. In three different organizations we found that OBSE correlates with coworker and team satisfaction, as well as perceived team member effectiveness. Theoretical and managerial implications of the results are discussed.

Original languageEnglish (US)
Pages (from-to)394-408
Number of pages15
JournalGroup Processes and Intergroup Relations
Volume19
Issue number3
DOIs
StatePublished - May 2016

Keywords

  • organization-based self-esteem
  • team member effectiveness

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