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

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

Research output: Contribution to journalArticlepeer-review

115 Scopus citations

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.

Original languageEnglish (US)
Pages (from-to)279-286
Number of pages8
JournalOrganizational Behavior and Human Decision Processes
Volume108
Issue number2
DOIs
StatePublished - Mar 2009

All Science Journal Classification (ASJC) codes

  • Applied Psychology
  • Organizational Behavior and Human Resource Management

Fingerprint Dive into the research topics of 'Organizational supports and organizational deviance: The mediating role of organization-based self-esteem'. Together they form a unique fingerprint.

Cite this