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Social comparison and job-based psychological ownership (JPO) are compared and contrasted as explanations for relationships between organization relational psychological contract fulfillment (ORPCF) and organizational citizenship behaviors (OCBs).

Survey data were collected from 241 employees and 82 of their managers at an information services company. Data were analyzed using structural equation modeling to test for hypothesized and exploratory indirect relationships.

Consistent results were found for sequential mediation from ORPCF to employee investment of the self into the job, to JPO, to supervisor-rated helping and voice OCBs. Employees' perception of their relational psychological contract fulfillment (social exchange) did not simultaneously mediate the relationships between ORPCF and employees' OCBs.

Psychological ownership presents a complement to social exchange to explain effects of relational psychological contract fulfillment on employee outcomes. Because of the cross-sectional nature of the data conclusions about causality are quite limited.

Organizations and managers should emphasize that fulfillment of relational psychological contract obligations represent a significant investment in employees, who reciprocate by investing themselves into their work. This in turn bolsters JPO and its positive employee outcomes.

This is the first study to directly compare social exchange and psychological ownership explanations for effects of psychological contract fulfillment on employees.

The purpose of this paper is to examine the questions “How does employees' focus of attention at work theoretically relate to organization‐based self‐esteem?”, and “Does job focus and off‐job focus moderate relationships between organization‐based self‐esteem, and employee attitudes and perceptions of job complexity?”.

Participants in two different samples completed questionnaires containing measures of organization‐based self‐esteem, focus of attention at work, job complexity, and a variety of attitudes and behavioral intentions.

What and how much employees think about when they are at work changes relationships between organization‐based self‐esteem and employee perceptions of and attitudes towards their workplaces. Job focus and off‐job focus of attention intensified or weakened relationships with organization‐based self‐esteem.

Conclusions about causality are constrained by the cross‐sectional data collected in this study.

It appears that managers should attempt to draw employees' attention to self‐esteem bolstering aspects of their jobs; and away from debilitating ones.

Societies benefit by having members with positive well‐being, to which organization‐based self‐esteem may contribute.

This is the first theoretical analysis and empirical study of relationships between organization‐based self‐esteem and employee focus of attention at work.

The purpose of this paper is to examine the relationships between different managerial roles and organization-based self-esteem (OBSE), and employee job satisfaction, organization commitment, and turnover and absence intentions.

Survey data were collected from 1,386 employees in a high technology industry. Employees described the roles their managers fulfilled, and then rated their own OBSE, satisfaction, commitment, and turnover and absence intent.

Different managerial roles had different relationships with OBSE, which mediated the relationships between some of the management roles and employee outcomes.

This study used a cross-sectional design with single source data in a single industry. Future research should examine these relationships using longitudinal designs, multiple data sources, and a variety of industries.

Managers should be aware that their behaviors affect employee self-esteem, which in turn has strong relationships with a variety of important outcomes. Managers should be trained to manifest behaviors that increase employee self-esteem.

This is the first study to examine the effects of management roles on organization-based self-esteem, and ultimately employee satisfaction, commitment, and withdrawal intentions.

The purpose of this paper is to examine the theoretical relationships between core self‐evaluations, perceived job characteristics, and organization‐based self‐esteem.

A total 236 employees of a large US‐based mining company were surveyed using well‐established measures of core self‐evaluations, perceived job characteristics, and organization‐based self‐esteem.

Correlation and regression analyses support the hypotheses that core self‐evaluations and perceived job characteristics jointly relate to organization‐based self‐esteem.

This is a non‐experimental field study and as such inferences about causality are limited.

The development of organization‐based self‐esteem is beneficial to both employers and employees. Managers need to consider both the personality of employees and employees' work experiences in trying to enhance organization‐based self‐esteem.

This is the first study to simultaneously study the relationships of personality and perceived job characteristics with organization‐based self‐esteem.

This paper seeks to explore the relationships between organization‐based self‐esteem and narcissism, and their correlates. It aims to distinguish the two constructs, as well as to examine the degree to which organization‐based self‐esteem is contaminated by “false self‐esteem” (namely, narcissism).

Participants completed questionnaires containing measures of organization‐based self‐esteem, narcissism, and a variety of motivational, attitudinal, and behavioral consequences. Co‐workers rated the participants' extra‐role and in‐role performance behaviors.

Organization‐based self‐esteem and narcissism appear to be quite distinct constructs. The organization‐based self‐esteem scale is unbiased by variance associated with narcissism. Organization‐based self‐esteem is associated with a variety of positive outcomes. In particular, organization‐based self‐esteem correlates negatively with hostility, while narcissism correlates positively with hostility.

The hypothesized negative attitudes and behaviors of narcissists were not found. However, organizations need to be cautious when delivering negative feedback to employees high in narcissism. Supervisors need to provide concrete evidence about deficiencies in narcissists' performance when providing feedback.

This is the first study to examine the relationships between organization‐based self‐esteem and narcissism in an organizational context.

The purpose of this study was to examine predictors of leader flow (well-being) at work, based on conservation-of-resources theory. The authors also introduce the concept of fuel, the proactive and strategic use of physical wellness behaviors to generate the energy needed to manage personal stress, maximize performance and to thrive in life. Specifically, the authors examined the main and interactive relationships of leader self-reports of ideal self and fuel on flow at work.

Three different samples of leaders were surveyed online over a three-year period.

In all three samples, leaders high in self-reported fuel had strong, positive relationships between their ideal selves and flow at work. Leaders low in self-reported fuel had negative or non-significant relationships between ideal selves and flow.

Leaders can be coached to develop and use a healthy ideal self and to proactively engage in physical wellness behaviors, to enhance their workplace well-being. This coaching can be strengthened by emphasizing the connection between possessing an ideal self, and engaging in physical wellness behaviors, and resulting leader well-being.

This is the first study to examine and demonstrate that a combination of proactive leader wellness behaviors is critical to their experience of flow at work, an indicator of work-related well-being.

The aim of this study was to examine the effects of employee race on the validity of commonly used selection procedures over three time periods after hire.

Data on employee race, cognitive ability, psychomotor ability, and previous work experience, as well as objective measures of performance, were collected from 932 sewing machine operators in the USA. Performance data were collected over three time periods (nine months total) after hire.

Race moderated the validity of cognitive ability in predicting performance for all three time periods. Race did not significantly moderate the validity of psychomotor ability or previous work experience in predicting performance.

This research is limited by the fact that only non‐complex jobs, and only women, were included in the study. Future research should attempt to replicate these results with a wider variety of jobs, as well as with the inclusion of men in their samples.

To ensure fairness, managers should examine effects of employee race on selection procedure validity when feasible.

Employers have a moral as well as a legal obligation to ensure the fairness of their employee selection procedures. They should ensure that all of their selection procedures are free from differential validity based upon race, as well as other demographic variables (gender, age, disability, etc.).

This is the first study to examine effects of race on selection procedure validity over an extended period of time.