Why Do <scp>I</scp> Feel Valued and Why Do <scp>I</scp> Contribute? A Relational Approach to Employee's Organization‐Based Self‐Esteem and Job Performance

Liu, Jun; Hui, Chun; Lee, Cynthia; Chen, Zhen Xiong

doi:10.1111/joms.12037

Cited by 79 publications

(84 citation statements)

References 70 publications

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“…Second, we did not consider other types of interpersonal relationships. We are unsure whether the impact of mentorship quality is still unique and significant when other positive interpersonal connections (such as supervisor support) are considered (Liu et al, ). Although previous studies have demonstrated the collaboration of different supportive interpersonal ties (Dobrow et al, ; Murphy & Kram, ), additional research is needed to measure mentorship quality alongside other types of interpersonal connections and to further confirm the independent effects of mentorship quality.…”

Section: Discussionmentioning

confidence: 99%

The impact of mentoring quality on protégés' organization‐based self‐esteem and proactive behavior: The moderating role of traditionality

Lyu

Kwan

et al. 2019

Human Resource Management

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Based on self‐consistency theory, this study examined the relationship between mentoring quality as perceived by protégés and protégés' proactive behavior. It focused on the mediating role of organization‐based self‐esteem (OBSE) and the moderating role of traditionality. To examine these relationships, we administrated three‐wave surveys to 237 subordinate–supervisor dyads in a construction enterprise. The results of hierarchical linear modeling demonstrated that (a) mentoring quality and proactive behavior had a positive relationship; (b) OBSE mediated this relationship; and (c) traditionality strengthened both the relationship between mentoring quality and OBSE and the indirect effect of mentoring quality on proactive behavior via OBSE. Our findings have theoretical and practical implications for research on mentoring and proactive behavior.

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Section: Discussionmentioning

confidence: 99%

The impact of mentoring quality on protégés' organization‐based self‐esteem and proactive behavior: The moderating role of traditionality

Lyu

Kwan

et al. 2019

Human Resource Management

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“…Previous studies have shown empirically that having informal connections with supervisors outside the work domain has positive effects on subordinates' outcomes in the work domain, such as enhancing their social and psychological capital, promoting their organizational self‐esteem (Liu, Hui, Lee, & Chen, ), and enabling them to have more open dialogue with the leader (Chen & Tjosvold, ). These findings support our argument that the effect of LMG‐P developed in the private domain can spill over to the work domain.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Social exchange spillover in leader–member relations: A multilevel model

Chen

Zhong

et al. 2015

J Organ Behavior

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Summary Drawing on role theory and the cultural theory of collectivism, we developed and tested a multilevel model of social exchange spillover in leader–member relations in the Chinese context. In Mplus analyses of a sample of 213 subordinates from 47 groups, we found that, at the individual level, a dimension of leader–member guanxi (LMG), leader–member personal life inclusion (LMG‐P), which is defined as the extent to which leaders and members include each other in their personal or family lives, can spill over to affect subordinates' contextual performance (i.e., interpersonal facilitation and job dedication); furthermore, this effect was moderated by subordinates' horizontal collectivism orientation, such that LMG‐P spilled over to affect contextual performance only for those who were low in horizontal collectivism orientation. At the group level, the variance of LMG‐P within a group, which is referred to as LMG‐P differentiation, was related negatively to group performance when the supervisors had a low horizontal collectivism orientation. At the cross level, LMG‐P differentiation moderated the relationship between LMG‐P and job dedication, such that the relationship was positive only when LMG‐P differentiation was low. Copyright © 2015 John Wiley & Sons, Ltd.

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“…Relationships with one's supervisor and colleagues may be the most important sources for an overqualified employee's self‐concept, especially in Chinese culture, which is characterized by collectivism (Chen, Chen, & Huang, ). A number of studies have examined and found support for the notion that relationships can affect individuals' self‐concept and work performance (Liu, Hui, Lee, & Chen, ; Zhao, Kessel, & Kratzer, ). We predict that the interaction between perceived overqualification and relationships determines employee's self‐concept and performance.…”

Section: Introductionmentioning

confidence: 99%

Dual relational model of perceived overqualification: Employee's self‐concept and task performance

et al. 2019

Int J Selection Assessment

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Drawing upon self‐representation theory and using a relationship perspective, we constructed a dual‐path‐moderated mediation model to examine the relationship between employees’ perceived overqualification and task performance. We tested this model with data from a sample of 242 subordinate‐supervisor dyads in Shanghai, China. The results suggested that perceived overqualification had a negative indirect effect on task performance through perceived insider status (PIS), and popularity moderated the negative association between perceived overqualification and PIS. In addition, the relationship between perceived overqualification and task performance via organization‐based self‐esteem was positive when supervisor‐subordinate guanxi was high but negative when it was low. The implications, limitations, and future research directions of these findings are discussed.

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Why Do I Feel Valued and Why Do I Contribute? A Relational Approach to Employee's Organization‐Based Self‐Esteem and Job Performance

Cited by 79 publications

References 70 publications

The impact of mentoring quality on protégés' organization‐based self‐esteem and proactive behavior: The moderating role of traditionality

The impact of mentoring quality on protégés' organization‐based self‐esteem and proactive behavior: The moderating role of traditionality

Social exchange spillover in leader–member relations: A multilevel model

Dual relational model of perceived overqualification: Employee's self‐concept and task performance

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