Work Context and the Definition of self: How Organizational Care Influences Organization-Basei Self-Esteem

By Daniel J. McAllister, Gregory A. Bigley. 2002

263 citations recorded by the source corpus.

Subfields: Demography, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/b5ecc2995256f46f397fcbc26c827d2886871b07

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In Demography

In Organizational Behavior and Human Resource Management

Citations in the corpus

Crossover Effects of Servant Leadership and Job Social Support on Employee Spouses: The Mediating Role of Employee Organization-Based Self-Esteem (2015, background): “Because individuals establish perceptions about themselves through inferences drawn from how they are treated and perceived by others, the way they are treated in the organization is crucial to how they see and understand themselves (McAllister and Bigley 2002).”
Caring as a Managerial Strategy (2009, background): “A recent Academy of Management article archive search produced only two articles that discussed organizational care (McAllister & Bigley, 2002; Sewell & Barker, 2006).”
Ethical Leadership and Ethical Voice: The Mediating Mechanisms of Value Internalization and Integrity Identity (2021, background): “Although prior conceptual work has generally proposed a causal path from personal values to self-concepts to behaviors (McAllister & Bigley, 2002; Verplanken & Holland, 2002), scholars have also argued for a possible reciprocal relationship (Hitlin, 2003; Lord & Brown, 2001).”
Family-Supportive Work Environment and Employee Work Behaviors (2013, background): “Given that forms of organizational support such as POS (Chen et al., 2005; Ferris et al., 2009) and organizational care (McAllister & Bigley, 2002) have been reported to relate to OBSE, it is unclear why POFS was unrelated to OBSE in our best-fitting model, especially as the bivariate correlations…”
High Core Self-Evaluators Maintain Creativity (2014, background): “Individuals form their self-concepts through inferences drawn from how other people treat them, so treatment perceived by employees within an organization influences their understanding of themselves (McAllister & Bigley, 2002).”
The impact of servant leadership and subordinates' organizational tenure on trust in leader and attitudes (2014, background): “Social exchange theory: trust in leader as mediator Using the social exchange theory (Blau, 1964), the process of servant leadership on subordinates’ attitudes can be explained in which trust in leader acts as the mediator (Mayer et al., 1995; McAllister and Bigley, 2002; Rousseau et al., 1998).”
The Role of Procedural Justice and Power Distance in the Relationship Between High Performance Work Systems and Employee Attitudes: A Multilevel Perspective (2009, background): “Empirical findings showed that a caring organization, which emphasizes human development practices (i.e., people-centered practices), influences the organizational self-esteem of employees through their perceptions of fairness (McAllister & Bigley, 2002).”
Self-Esteem Within the Work and Organizational Context: A Review of the Organization-Based Self-Esteem Literature (2004, background): “Similarly, McAllister and Bigley (2002)report observing a positive relationship (r = .39) between experiences of organizational fairness and organization-based self-esteem.”
Leadership, self, and identity: A review and research agenda (2004, background): “Research has also begun to devote more attention to the role self-esteem plays in group functioning (e.g., McAllister & Bigley, 2002; Pfeffer, 1998), and it has become increasingly clear that self-esteem is not only an important psychological need, but also an important economic need (Branden,…”
An organizational ethic of care and employee involvement in sustainability-related behaviors: A social identity perspective (2017, background): “…EoC captures all policies, practices, and behaviors of an organization that aim to advance employee satisfaction and well-being (Lee & Miller, 1999; McAllister & Bigley, 2002), including employee pro-active approaches to practice in areas such as training, development, and informal dialogical…”
Organization-Based Self-Esteem and Meaningful Work Mediate Effects of Empowering Leadership on Employee Behaviors and Well-Being (2018, background): “That is, employees’ self-worth as an organization member may be formed through inferences drawn from how leaders treat them (McAllister & Bigley, 2002).”
When Does Cross-Cultural Motivation Enhance Expatriate Effectiveness? A Multilevel Investigation of the Moderating Roles of Subsidiary Support and Cultural Distance (2010, result): “This focus on subsidiary-level support is consistent with previous research showing that employee perceptions of organizational support can emerge to form organization- (McAllister & Bigley, 2002) and subsidiary-level (Takeuchi, Chen, & Lepak, 2009) support climate.”