High Task Performers Reduce Labor: A Self-Consistency Model of Organizational Exploitation

Abstract

In this study we draw on self-consistency theory and examine the effects of perceived organizational exploitation on employees’ intention to leave, cyberloafing, and proactive behavior. We reveal the mediating effect of organization-based self-esteem (OBSE) and the moderating effect of task performance. We analyzed data from 223 matched supervisor-subordinate dyads in China and found that OBSE partially mediated the relationships between perceived organizational exploitation and employees’ intention to leave and cyberloafing, and fully mediated the association between perceived organizational exploitation and proactive behavior. In addition, high task performers suffered more damage at the hands of organizational exploitation than low task performers. Task performance strengthened the direct influence of perceived organizational exploitation on OBSE and its indirect effects on intention to leave, cyberloafing, and proactive behavior via OBSE. Our findings have theoretical and practical implications and provide new directions for research into organizational exploitation, OBSE, and job attitudes and behavior.