Ostracism, self-esteem, and job performance: When do we self-verify and when do we self-enhance?

Lance Ferris, Huiwen Lian, Douglas J. Brown, Rachel Morrison

Research output: Contribution to journalArticle

73 Citations (Scopus)

Abstract

Self-esteem level has been positioned as a key mediating mechanism accounting for the effects of ostracism on behaviors, invoking the notion that individuals seek to verify their self-perceptions by behaving in a way that is consistent with those self-perceptions. However, evidence supporting the relation of ostracism and self-esteem level to behavioral outcomes has been mixed. We argue that such mixed effects arise because individuals may engage in behaviors alternately to verify their self-perceptions (suggesting a relation between self-esteem level and behavioral outcomes) or to selfenhance (suggesting no relation between self-esteem level and behavioral outcomes). Within this framing, the question becomes: When do we self-verify and when do we self-enhance? To that end, we position contingent self-esteem-or the extent to which individuals base their self-worth on outcomes in a particular domain-as a determining factor in whether we self-verify or self-enhance, and present a moderated mediation model to account for varying relations between ostracism and job performance. Our predictions regarding self-verification and self-enhancement motivation are fully supported across two field samples using multi-wave, multi-source study designs. Theoretical and practical implications for self-verification and self-enhancement motivation, as well as negative interpersonal behaviors at work, are discussed.

Original languageEnglish (US)
Pages (from-to)279-297
Number of pages19
JournalAcademy of Management Journal
Volume58
Issue number1
DOIs
StatePublished - Jan 1 2015

Fingerprint

Job performance
Self-esteem
Self-perception
Enhancement
Prediction
Mediation
Factors

All Science Journal Classification (ASJC) codes

  • Business and International Management
  • Business, Management and Accounting(all)
  • Strategy and Management
  • Management of Technology and Innovation

Cite this

Ferris, Lance ; Lian, Huiwen ; Brown, Douglas J. ; Morrison, Rachel. / Ostracism, self-esteem, and job performance : When do we self-verify and when do we self-enhance?. In: Academy of Management Journal. 2015 ; Vol. 58, No. 1. pp. 279-297.
@article{1e89b858e77942f8809842cba4878fba,
title = "Ostracism, self-esteem, and job performance: When do we self-verify and when do we self-enhance?",
abstract = "Self-esteem level has been positioned as a key mediating mechanism accounting for the effects of ostracism on behaviors, invoking the notion that individuals seek to verify their self-perceptions by behaving in a way that is consistent with those self-perceptions. However, evidence supporting the relation of ostracism and self-esteem level to behavioral outcomes has been mixed. We argue that such mixed effects arise because individuals may engage in behaviors alternately to verify their self-perceptions (suggesting a relation between self-esteem level and behavioral outcomes) or to selfenhance (suggesting no relation between self-esteem level and behavioral outcomes). Within this framing, the question becomes: When do we self-verify and when do we self-enhance? To that end, we position contingent self-esteem-or the extent to which individuals base their self-worth on outcomes in a particular domain-as a determining factor in whether we self-verify or self-enhance, and present a moderated mediation model to account for varying relations between ostracism and job performance. Our predictions regarding self-verification and self-enhancement motivation are fully supported across two field samples using multi-wave, multi-source study designs. Theoretical and practical implications for self-verification and self-enhancement motivation, as well as negative interpersonal behaviors at work, are discussed.",
author = "Lance Ferris and Huiwen Lian and Brown, {Douglas J.} and Rachel Morrison",
year = "2015",
month = "1",
day = "1",
doi = "10.5465/amj.2011.0347",
language = "English (US)",
volume = "58",
pages = "279--297",
journal = "Academy of Management Journal",
issn = "0001-4273",
publisher = "Academy of Management",
number = "1",

}

Ostracism, self-esteem, and job performance : When do we self-verify and when do we self-enhance? / Ferris, Lance; Lian, Huiwen; Brown, Douglas J.; Morrison, Rachel.

In: Academy of Management Journal, Vol. 58, No. 1, 01.01.2015, p. 279-297.

Research output: Contribution to journalArticle

TY - JOUR

T1 - Ostracism, self-esteem, and job performance

T2 - When do we self-verify and when do we self-enhance?

AU - Ferris, Lance

AU - Lian, Huiwen

AU - Brown, Douglas J.

AU - Morrison, Rachel

PY - 2015/1/1

Y1 - 2015/1/1

N2 - Self-esteem level has been positioned as a key mediating mechanism accounting for the effects of ostracism on behaviors, invoking the notion that individuals seek to verify their self-perceptions by behaving in a way that is consistent with those self-perceptions. However, evidence supporting the relation of ostracism and self-esteem level to behavioral outcomes has been mixed. We argue that such mixed effects arise because individuals may engage in behaviors alternately to verify their self-perceptions (suggesting a relation between self-esteem level and behavioral outcomes) or to selfenhance (suggesting no relation between self-esteem level and behavioral outcomes). Within this framing, the question becomes: When do we self-verify and when do we self-enhance? To that end, we position contingent self-esteem-or the extent to which individuals base their self-worth on outcomes in a particular domain-as a determining factor in whether we self-verify or self-enhance, and present a moderated mediation model to account for varying relations between ostracism and job performance. Our predictions regarding self-verification and self-enhancement motivation are fully supported across two field samples using multi-wave, multi-source study designs. Theoretical and practical implications for self-verification and self-enhancement motivation, as well as negative interpersonal behaviors at work, are discussed.

AB - Self-esteem level has been positioned as a key mediating mechanism accounting for the effects of ostracism on behaviors, invoking the notion that individuals seek to verify their self-perceptions by behaving in a way that is consistent with those self-perceptions. However, evidence supporting the relation of ostracism and self-esteem level to behavioral outcomes has been mixed. We argue that such mixed effects arise because individuals may engage in behaviors alternately to verify their self-perceptions (suggesting a relation between self-esteem level and behavioral outcomes) or to selfenhance (suggesting no relation between self-esteem level and behavioral outcomes). Within this framing, the question becomes: When do we self-verify and when do we self-enhance? To that end, we position contingent self-esteem-or the extent to which individuals base their self-worth on outcomes in a particular domain-as a determining factor in whether we self-verify or self-enhance, and present a moderated mediation model to account for varying relations between ostracism and job performance. Our predictions regarding self-verification and self-enhancement motivation are fully supported across two field samples using multi-wave, multi-source study designs. Theoretical and practical implications for self-verification and self-enhancement motivation, as well as negative interpersonal behaviors at work, are discussed.

UR - http://www.scopus.com/inward/record.url?scp=84923772361&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=84923772361&partnerID=8YFLogxK

U2 - 10.5465/amj.2011.0347

DO - 10.5465/amj.2011.0347

M3 - Article

AN - SCOPUS:84923772361

VL - 58

SP - 279

EP - 297

JO - Academy of Management Journal

JF - Academy of Management Journal

SN - 0001-4273

IS - 1

ER -