Donald G. Gardner, Jon L. Pierce and He Peng
Social comparison and job-based psychological ownership (JPO) are compared and contrasted as explanations for relationships between organization relational psychological contract…
Abstract
Purpose
Social comparison and job-based psychological ownership (JPO) are compared and contrasted as explanations for relationships between organization relational psychological contract fulfillment (ORPCF) and organizational citizenship behaviors (OCBs).
Design/methodology/approach
Survey data were collected from 241 employees and 82 of their managers at an information services company. Data were analyzed using structural equation modeling to test for hypothesized and exploratory indirect relationships.
Findings
Consistent results were found for sequential mediation from ORPCF to employee investment of the self into the job, to JPO, to supervisor-rated helping and voice OCBs. Employees' perception of their relational psychological contract fulfillment (social exchange) did not simultaneously mediate the relationships between ORPCF and employees' OCBs.
Research limitations/implications
Psychological ownership presents a complement to social exchange to explain effects of relational psychological contract fulfillment on employee outcomes. Because of the cross-sectional nature of the data conclusions about causality are quite limited.
Practical implications
Organizations and managers should emphasize that fulfillment of relational psychological contract obligations represent a significant investment in employees, who reciprocate by investing themselves into their work. This in turn bolsters JPO and its positive employee outcomes.
Originality/value
This is the first study to directly compare social exchange and psychological ownership explanations for effects of psychological contract fulfillment on employees.
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Donald G. Gardner and Jon L. Pierce
The purpose of this paper is to examine the questions “How does employees' focus of attention at work theoretically relate to organization‐based self‐esteem?”, and “Does job focus…
Abstract
Purpose
The purpose of this paper is to examine the questions “How does employees' focus of attention at work theoretically relate to organization‐based self‐esteem?”, and “Does job focus and off‐job focus moderate relationships between organization‐based self‐esteem, and employee attitudes and perceptions of job complexity?”.
Design/methodology/approach
Participants in two different samples completed questionnaires containing measures of organization‐based self‐esteem, focus of attention at work, job complexity, and a variety of attitudes and behavioral intentions.
Findings
What and how much employees think about when they are at work changes relationships between organization‐based self‐esteem and employee perceptions of and attitudes towards their workplaces. Job focus and off‐job focus of attention intensified or weakened relationships with organization‐based self‐esteem.
Research limitations/implications
Conclusions about causality are constrained by the cross‐sectional data collected in this study.
Practical implications
It appears that managers should attempt to draw employees' attention to self‐esteem bolstering aspects of their jobs; and away from debilitating ones.
Social implications
Societies benefit by having members with positive well‐being, to which organization‐based self‐esteem may contribute.
Originality/value
This is the first theoretical analysis and empirical study of relationships between organization‐based self‐esteem and employee focus of attention at work.
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Steven M. Norman, Donald G. Gardner and Jon L. Pierce
The purpose of this paper is to examine the relationships between different managerial roles and organization-based self-esteem (OBSE), and employee job satisfaction, organization…
Abstract
Purpose
The purpose of this paper is to examine the relationships between different managerial roles and organization-based self-esteem (OBSE), and employee job satisfaction, organization commitment, and turnover and absence intentions.
Design/methodology/approach
Survey data were collected from 1,386 employees in a high technology industry. Employees described the roles their managers fulfilled, and then rated their own OBSE, satisfaction, commitment, and turnover and absence intent.
Findings
Different managerial roles had different relationships with OBSE, which mediated the relationships between some of the management roles and employee outcomes.
Research limitations/implications
This study used a cross-sectional design with single source data in a single industry. Future research should examine these relationships using longitudinal designs, multiple data sources, and a variety of industries.
Practical implications
Managers should be aware that their behaviors affect employee self-esteem, which in turn has strong relationships with a variety of important outcomes. Managers should be trained to manifest behaviors that increase employee self-esteem.
Originality/value
This is the first study to examine the effects of management roles on organization-based self-esteem, and ultimately employee satisfaction, commitment, and withdrawal intentions.
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Franziska M. Renz and Richard Posthuma
This study systematically reviews the literature on psychological ownership theory since its inception 30 years ago. Psychological ownership describes why and how individuals…
Abstract
Purpose
This study systematically reviews the literature on psychological ownership theory since its inception 30 years ago. Psychological ownership describes why and how individuals inform their identities by taking ownership. The authors provide guidance and support to management scholars to access the field and make meaningful contributions to the literature.
Design/methodology/approach
A variety of bibliometric techniques for performance analyses and science mapping is implemented to examine quantitative bibliographic data of 178 studies on psychological ownership. The data are obtained from Web of Science. The VOSviewer science mapping framework is employed to perform the analyses.
Findings
Co-authorship, citation and keyword co-occurrence networks indicate the social structures, most influential authors, publications and journals, as well as topics of past research and avenues for future investigation in the field of psychological ownership. While the authors of the seminal studies Pierce et al. (2001, 2003) have shaped the field over the past decades, the future of psychological ownership research requires stronger collaborations across the globe to advance the field from the individual level to the group and organization level.
Originality/value
This study is the first to comprehensively analyze the management literature on psychological ownership from a historical perspective using a systematic approach, bibliometric procedures and quantitative data. Insightful guidance and avenues for future investigation are offered to move psychological ownership research forward.
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Jon L. Pierce and Donald G. Gardner
The purpose of this paper is to examine the theoretical relationships between core self‐evaluations, perceived job characteristics, and organization‐based self‐esteem.
Abstract
Purpose
The purpose of this paper is to examine the theoretical relationships between core self‐evaluations, perceived job characteristics, and organization‐based self‐esteem.
Design/methodology/approach
A total 236 employees of a large US‐based mining company were surveyed using well‐established measures of core self‐evaluations, perceived job characteristics, and organization‐based self‐esteem.
Findings
Correlation and regression analyses support the hypotheses that core self‐evaluations and perceived job characteristics jointly relate to organization‐based self‐esteem.
Research limitations/implications
This is a non‐experimental field study and as such inferences about causality are limited.
Practical implications
The development of organization‐based self‐esteem is beneficial to both employers and employees. Managers need to consider both the personality of employees and employees' work experiences in trying to enhance organization‐based self‐esteem.
Originality/value
This is the first study to simultaneously study the relationships of personality and perceived job characteristics with organization‐based self‐esteem.
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Donald G. Gardner and Jon L. Pierce
This paper seeks to explore the relationships between organization‐based self‐esteem and narcissism, and their correlates. It aims to distinguish the two constructs, as well as to…
Abstract
Purpose
This paper seeks to explore the relationships between organization‐based self‐esteem and narcissism, and their correlates. It aims to distinguish the two constructs, as well as to examine the degree to which organization‐based self‐esteem is contaminated by “false self‐esteem” (namely, narcissism).
Design/methodology/approach
Participants completed questionnaires containing measures of organization‐based self‐esteem, narcissism, and a variety of motivational, attitudinal, and behavioral consequences. Co‐workers rated the participants' extra‐role and in‐role performance behaviors.
Findings
Organization‐based self‐esteem and narcissism appear to be quite distinct constructs. The organization‐based self‐esteem scale is unbiased by variance associated with narcissism. Organization‐based self‐esteem is associated with a variety of positive outcomes. In particular, organization‐based self‐esteem correlates negatively with hostility, while narcissism correlates positively with hostility.
Practical implications
The hypothesized negative attitudes and behaviors of narcissists were not found. However, organizations need to be cautious when delivering negative feedback to employees high in narcissism. Supervisors need to provide concrete evidence about deficiencies in narcissists' performance when providing feedback.
Originality/value
This is the first study to examine the relationships between organization‐based self‐esteem and narcissism in an organizational context.
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John W. Newstrom and Jon L. Pierce
Examines business books from the point of view of managerialreaders, listing the desirable elements of “bestsellers” andsuggesting ways of making their reading worthwhile…
Abstract
Examines business books from the point of view of managerial readers, listing the desirable elements of “bestsellers” and suggesting ways of making their reading worthwhile, including a hierarchy of learning. Goes on to critique bestsellers, discussing a range of aspects from their credentials to their practicability. Concludes that managers must be both carefully selective in their choice of books and selectively careful in how to read them, and that by following the criteria posited they should progress towards creating learning organizations.
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John W. Newstrom and Jon L. Pierce
Numerous business books have become popular (in terms of sales inthe US) in the 1980s. Assuming that there is value in them fororganisational managers, one issue to be addressed…
Abstract
Numerous business books have become popular (in terms of sales in the US) in the 1980s. Assuming that there is value in them for organisational managers, one issue to be addressed is how management development programmes can best incorporate these materials. The pros and cons of reading popular business books are summarised, a series of alternative pedagogical designs and the underlying assumptions they must adapt to are presented, a set of contingency factors for differentiating among the designs is proposed, and a set of operational suggestions to guide the use of these books is offered. A rough typology for classifying business books is suggested and guidelines are provided for discussion of the books.
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Athanasios Laios and George Tzetzis
Coaches as leaders of sports teams should identify the causes of conflict between the athletes and handle conflict effectively. The aim of this study was to examine the methods…
Abstract
Coaches as leaders of sports teams should identify the causes of conflict between the athletes and handle conflict effectively. The aim of this study was to examine the methods and ways coaches use to handle conflict in professional teams in Greece. The sample consisted of 42 professional football‐soccer, basketball and volley ball coaches, which were surveyed using questionnaires. Using the descriptive statistics and the one‐way Analysis of Variance (ANOVA), it was found that: a) coaches are using five styles in order to manage conflict, and b) the most effective styles that can resolve team conflicts are the collaborating style, the compromising style and the avoiding style and the least effective styles from those suggested are the competing style and the accommodating style.
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The purpose of this paper is to suggest the existence and nature of management culture. In particular, attention needs to be given to management subcultures. The norms, beliefs…
Abstract
The purpose of this paper is to suggest the existence and nature of management culture. In particular, attention needs to be given to management subcultures. The norms, beliefs and values of these subcultures have consequences for management behaviour, individuals, for the organisation as a whole, and for the ways in which managers become socialised. A simulation approach to researching management subcultures and management behaviour is proposed. The use of the simulation approach for changing management behaviour and subcultures is discussed.