Organizational supports and organizational deviance: The mediating role of organization-based self-esteem

D. Lance Ferris, Douglas J. Brown and Daniel Heller

Organizational Behavior and Human Decision Processes, 2009, vol. 108, issue 2, pages 279-286

Abstract: Drawing upon belongingness theory, we tested organization-based self-esteem (OBSE) as a mediator of the relation between organizational supports and organizational deviance. Data from 237 employees were collected at three points in time over one year. Using structural equation modeling, we found that OBSE fully mediated the relation between organizational supports and organizational deviance. Controlling for preexisting predictors of deviance, including personality traits (agreeableness, neuroticism and conscientiousness) and role stressors (role conflict, ambiguity, and overload), did not eliminate the relation between OBSE and organizational deviance. The implications for the OBSE and deviance literatures are discussed.

Keywords: Organization-based; self-esteem; Organizational; deviance; Belongingness; theory; Organizational; supports (search for similar items in EconPapers)
Date: 2009

Downloads: (external link)
http://www.sciencedirect.com/science/article/B6WP2 ... af5fbb95fec0b6d94db3
Full text for ScienceDirect subscribers only

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: http://EconPapers.repec.org/RePEc:eee:jobhdp:v:108:y:2009:i:2:p:279-286

Access Statistics for this article

Organizational Behavior and Human Decision Processes is edited by John M. Schaubroeck

More articles in Organizational Behavior and Human Decision Processes from Elsevier
Series data maintained by Heidi Boesdal ().