Organizational Supports and Organizational Deviance: The Mediating Role of Organization-Based Self-Esteem

By D. L. Ferris, Douglas J. Brown, D. Heller. 2009

249 citations recorded by the source corpus.

Subfields: Applied Psychology, Clinical Psychology, Social Psychology

View Paper: https://www.semanticscholar.org/paper/2a19455e509737d1177d15680a3846b83905a695

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Citations in the corpus

The role of justice and social exchange relationships in workplace deviance: Test of a mediated model (2010, background): “An added value of this study is also that while previous research has examined the role of POS (e.g. Ferris et al., 2009; Stamper and Masterson, 2002) and LMX (e.g. Mitchell and Ambrose, 2007; Murphy et al., 2003; Townsend et al., 2000) in deviance and other negative behaviors, we propose to…”
Abusive supervision and frontline employees' service performance (2012, result): “For example, past research has found that respect exhibited by managers is positively related to employees' OBSE (Pierce et al, 1989 ), and two empirical studies demonstrated a positive relationship between leader–member exchange and followers' OBSE (Ferris, Brown, & Heller, 2009 ; Heck, Bedeian, ”
The effects of the perceived external prestige of the organization on employee deviant workplace behavior: The mediating role of job satisfaction (2016, background): “For example, 24 per cent of women claimed that they experienced some type of workplace sexual assault, and 71 per cent of workers have experienced some sort of unaccepted workplace behaviors by a co-worker or a manager at least once over a five-year period (Ferries et al., 2009).”
Effects of trust and psychological contract violation on authentic leadership and organizational deviance (2013, background): “…q Emerald Group Publishing Limited 2040-8269 DOI 10.1108/MRR-06-2012-0136 behaviors as stealing, damaging the company’s property, arriving late at work, taking unauthorized breaks, neglecting to follow one’s superior’s instructions, or publicly embarrassing one’s supervisor (Ferris et al., 2009).”
The Motivational Effects of Diminished Self-Esteem for Employees Who Experience Abusive Supervision (2017, background): “Indeed, Ferris et al. (2012) found that the relationship between supervisors’ treatment of employees and employees’ deviant behavior could be explained, in part, by job satisfaction and affect.”
Family-Supportive Work Environment and Employee Work Behaviors (2013, background): “Our findings suggest that this can be accomplished by providing informal workplace supports that not only give employees control over their work time but also meet their needs for affiliation and esteem (Ferris et al., 2009).”
Organization-Based Self-Esteem and Meaningful Work Mediate Effects of Empowering Leadership on Employee Behaviors and Well-Being (2018, background): “Supporting these arguments, thwarted esteem needs and feelings of belonging in organizations, which are similar to low OBSE levels, led to more interpersonally harmful and fewer helpful behaviors (Thau, Aquino, & Poortvliet, 2007), and OBSE itself was found to be negatively associated with deviance ”
The effect of organizational culture on deviant behaviors in the workplace (2019, unknown): “…Vardi & Weitz, 2004), injustice perceptions (Ambrose, Seabright, & Schminke, 2002; Aquino, Lewis, & Bradfield, 1999; Berry, Ones, & Sackett, 2007; Henle, 2005; Liao & Rupp, 2005), and perceived organizational support (Colbert, Mount, Harter, Witt, & Barrick, 2004; Ferris, Brown, & Heller, 2009).”
Interpersonal Injustice and Workplace Deviance (2012, result): “In support of this, past research has found a negative main effect of workplace self-esteem on workplace deviance such that lower levels of workplace self-esteem are associated with higher levels of workplace deviance (Ferris et al., 2009).”