On numerous occasions it has been suggested that an individual’s self-esteem, formed around work and organizational experiences, plays a significant role in determining employee motivation, work-related attitudes and behaviors. We review more than a decade of research on an organization-based conceptualization of self-esteem. It is observed that sources of organization structure, signals about worth from the organization, as well as, success-building role conditions predict organization-based self-esteem. In addition, organization-based self-esteem is related to job satisfaction, organizational commitment, motivation, citizenship behavior, in-role performance, and turnover intentions, as well as, other important organization-related attitudes and behaviors. Explanations for these effects and directions for future research are discussed.

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Common methods variance often is a problem with psychological measures that require respondent self-reports of attitudes, beliefs, perceptions, and the like. The present study examined this problem by comparing multiple-item, Likert-type measures of psychological constructs to single-item, non-Likert-type measures of the same constructs. Using confirmatory factor analysis, the alternative forms were compared on criteria of methods variance and construct validity. Neither method appeared to be empirically better than the other. Unusual situations in which well-developed single-item measures might be appropriate are discussed.

The self-concept has emerged as an important component of organizational paradigms. This article reviews the conceptual meanings of self-esteem and self-efficacy, clarifies the relation-ship between the two perceptions of the self, and discusses how an understanding of them can lead to better organization management. An empirical examination explored the intervening role of organization-based self-esteem in the relationship between generalized self-efficacy and explored two outcomes-employees' job performance and job-related affect (job satisfaction). Organization-based self-esteem emerged as the stronger predictor of ratings of performance and employee satisfaction, and it appears to act as a mediator in the relationship between generalized self-efficacy and these employee responses. The managerial implications of these results are discussed.