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

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.