High Self-Esteem Results to High Job Performance
Importance of the Topic
Self-esteem reflects an individual’s overall appraisal of his or her own worth, which has a large influence on an individual’s behavior. Accurate prediction on job performance is critical to people in managerial positions, such as managers. Based on the theory of behavioral plasticity and self-monitoring, it is indicated that subordinates’ organization-based self-esteem, which reflects an employee’s self-perceived value as an organization member, moderates two important subordinate outcomes, namely task performance and innovative behavior (Rank, Nelson, Allen &Xu,2009). Therefore, the question whether self-esteem is an useful indicator of an individual’s job performance is worth further discussion and research. In order to examine the relationship, self-esteem and job performance will be discussed systematically in this article and a hypothesis is made as below: Two Variables Hypothesis
Hypothesis: Self-esteem is positively related to job performance (High self-esteem results to high job performance) Definition of Variables
Tharenou defined self-esteem as “the evaluation which an individual make and customarily maintains with regard to the self. It expresses an attitude of approval or disapproval, and indicates the extent to which the individual believes the self to be capable, significant, successful and worthy” (Tharenou, 1979). In general, self-esteem can be categorized as implicit self-esteem and explicit self-esteem (Grumm, Nestler & Collani, 2009). Implicit self-esteem is positively related to the magnitude of the evaluative conditioning effect, while explicit self-esteem shows no significant relationship with the evaluative conditioning effect (Zhang & Chan, 2009). Additionally, self-esteem can also be recognized as high self-esteem and low self-esteem (Mruk, 1999). People with high self-esteem react positively active to unexpected challenges while people with low self-esteem under-evaluate
Self-esteem reflects an individual’s overall appraisal of his or her own worth, which has a large influence on an individual’s behavior. Accurate prediction on job performance is critical to people in managerial positions, such as managers. Based on the theory of behavioral plasticity and self-monitoring, it is indicated that subordinates’ organization-based self-esteem, which reflects an employee’s self-perceived value as an organization member, moderates two important subordinate outcomes, namely task performance and innovative behavior (Rank, Nelson, Allen &Xu,2009). Therefore, the question whether self-esteem is an useful indicator of an individual’s job performance is worth further discussion and research. In order to examine the relationship, self-esteem and job performance will be discussed systematically in this article and a hypothesis is made as below: Two Variables Hypothesis
Hypothesis: Self-esteem is positively related to job performance (High self-esteem results to high job performance) Definition of Variables
Tharenou defined self-esteem as “the evaluation which an individual make and customarily maintains with regard to the self. It expresses an attitude of approval or disapproval, and indicates the extent to which the individual believes the self to be capable, significant, successful and worthy” (Tharenou, 1979). In general, self-esteem can be categorized as implicit self-esteem and explicit self-esteem (Grumm, Nestler & Collani, 2009). Implicit self-esteem is positively related to the magnitude of the evaluative conditioning effect, while explicit self-esteem shows no significant relationship with the evaluative conditioning effect (Zhang & Chan, 2009). Additionally, self-esteem can also be recognized as high self-esteem and low self-esteem (Mruk, 1999). People with high self-esteem react positively active to unexpected challenges while people with low self-esteem under-evaluate