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Learning behaviors as a linkage between organization-based self-esteem and in-role performance

Published online by Cambridge University Press:  22 April 2018

Huh-Jung Hahn  and
Melissa A. Mathews
Huh-Jung Hahn
Affiliation:
Department of Business Administration, Winona State University, Rochester, MN, USA
Melissa A. Mathews*
Affiliation:
Graduate Center for Public Policy and Administration, California State University, Long Beach, CA, USA
*
Corresponding author: Melissa.Mathews@csulb.edu
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Abstract

Research indicates that there is a positive relationship between organization-based self-esteem and in-role performance. The intervening process that creates this relationship, however, has not been investigated. Thus, the purpose of this study is to examine employee learning behavior as a process between organization-based self-esteem and in-role performance. Additionally, this study examines perceived delegation as a boundary condition of a positive relationship between two variables. The sample size consisted of 293 employees from a Korean company, and the study findings revealed that employees’ learning behaviors mediate the relationship between organization-based self-esteem and in-role performance. Further, perceived delegation moderated the strength of the mediated relationship. Therefore, this study provides implications for how human resource practitioners and their organizations could support volitional learning behaviors through formal training, development-focused performance feedback, and the creation of new work experiences and learning opportunities.

Keywords

organization-based self-esteemlearning behaviorperceived delegationin-role performance
Type
Research Article
Information
Journal of Management & Organization , Volume 28 , Issue 5 , September 2022 , pp. 1100 - 1115
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2018

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