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

Daniel J. McAllister and Gregory A. Bigley
The Academy of Management Journal
Vol. 45, No. 5 (Oct., 2002), pp. 894-904
Published by: Academy of Management
Stable URL: http://www.jstor.org/stable/3069320
Page Count: 11
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Since scans are not currently available to screen readers, please contact JSTOR User Support for access. We'll provide a PDF copy for your screen reader.
Work Context and the Definition of Self: How Organizational Care Influences Organization-Based Self-Esteem
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Abstract

We investigated how work context leads to employee self-definition. We propose that the employees of organizations whose values and organizing principles center on fulfilling employees' needs and acting in their best interests will report higher levels of organization-based self-esteem. Further, we argue that perceptions of organizational fairness and job authority mediate this relationship through the social-psychological process of reflected appraisal. Results based on analyses of data from a sample of 186 managers and professionals from 69 different organizational settings support our model.

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