Organizationally Based Self-Esteem

Fundamentals

OBSE is influenced by three different factors. First, it is affected by signals from environmental structures, such as control systems that carry assumptions about the individual ability to self-regulate. In fact, job complexity, autonomy, and perceived supervisor support have all been found to be related to OBSE. Second, it is shaped by messages sent from significant others that reinforce an individual’s sense of self-worth. Following this rationale, coworker social support, for example, has been found to contribute to OBSE. Finally, OBSE also develops from an individual’s direct and personal experiences, most notably successes and failures. As a dimension embedded within the higher order self-esteem construct, OBSE is intimately linked to other facets of self-esteem such as global (general, overall self-esteem) self-esteem and task-related self-esteem. Because global self-esteem is already developed upon organizational entry, organizational newcomers’ level of OBSE is mostly driven by global self-esteem. With work experience however, OBSE develops and becomes better integrated with global self-esteem. Not surprisingly, much research on OBSE pertains to its development in organizational newcomers.

Although OBSE can fluctuate over time, it is generally stable when the work environment is stable as well. Moreover, self-consistency theory suggests that individuals seek to maintain a consistent level of self-esteem and, as a result, will respond to work stimulus in a manner that coincides with their level of self-esteem. Thus, someone with high OBSE is more likely to develop positive work attitudes and perform effectively at their work. The self- reinforcing cycle purported by self-consistency theory has been supported empirically.

Consequences of OBSE include motivation, attitudes, and work behaviors. For example, much research supports the relationship between OBSE and different facets of satisfaction and commitment, such as general satisfaction, organizational satisfaction, and organizational commitment. The reasoning behind these findings is that individuals with high OBSE will perceive themselves as valuable members of the organization, which in turn will increase their satisfaction at work and commitment to the organization. With regard to behaviors, empirical findings support a link between OBSE and turnover, job performance, citizenship behavior, and other high-level career elements. The literature argues that an individual who exhibits high levels of OBSE will have fewer intentions to leave the organization and will perform at higher levels than individuals with lower OBSE.

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