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This study aims to explore the critical role of employees’ organization-based self-esteem, which is related to their social exchange in an organization and prosocial behavior. The social exchange theory, conservation of resources theory, and self-consistency theory were applied to develop the research framework. A cross-sectional survey was applied to collect data from frontline employees working in the full-service restaurant. The results presented that both leader-member exchange and coworker exchange were positively related to organization-based self-esteem. Moreover, organization-based self-esteem was positively related to prosocial behaviors, including role-prescribed and extra-role customer service, and cooperation. Theoretical and practical implications were discussed.

Exploring the antecedents and consequences of hospitality employees’ organization-based self-esteem