Core self-evaluations

About: Core self-evaluations is a research topic. Over the lifetime, 1483 publications have been published within this topic receiving 95787 citations.

The cognitive-behavioral system of leadership: cognitive antecedents of active and passive leadership behaviors

Abstract: In the present paper, we propose a cognitive-behavioral understanding of active and passive leadership. Building on core evaluations theory, we offer a model that explains the emergence of leaders’ active and passive behaviors, thereby predicting stable, inter-individual, as well as variable, intra-individual differences in both types of leadership behavior. We explain leaders’ stable behavioral tendencies by their fundamental beliefs about themselves, others, and the world (core evaluations), while their variable, momentary behaviors are explained by the leaders’ momentary appraisals of themselves, others, and the world (specific evaluations). By introducing interactions between the situation the leader enters, the leader’s beliefs, appraisals, and behavior, we propose a comprehensive system of cognitive mechanisms that underlie active and passive leadership behavior.

The Influence of Personality Dimensions on Organizational Performance

Abstract: In the 21 st century, one of the most critical topical issues in the study of organizational behavior is the effects of workforce diversity such as personality on organizational performance. In today’s global and competitive environment, the general consensus is that organizations that capitalize on diversity are likely to perform better than organizations without the advantages that diversity brings. Workforce diversity refers to employee’s individual differences and similarities. It stands for individuality that includes personality, gender, race, nationality, ethnicity, region, sexual orientation, income, marital status, work experience and perceptions that uphold organizational core values. On the other hand, organizational performance can be defined as when an organization meets its set targets putting into consideration all other personality, external and internal dimensions that influence performance. The purpose of this study was to examine how personality dimensions impact on corporate organizational performance. A descriptive research design taking a survey approach was used. The target population of this study consisted of employees of the Kenya Medical Research Institute (KEMRI) from all the four locations, namely; Nairobi, Kisumu, Busia and Kilifi. A non-probability restricted purposive judgmental sampling was used to divide the population into two homogenous sub-groups; Research Officers and Administrative staff. Both the stratified and simple random sampling techniques were used to select a sample of 85 employees of KEMRI comprising 55 researchers and 30 administrators. A semi-structured questionnaire sent through emails. The data analysis tool used was the Statistical Package for Social Sciences (SPSS) and the findings were presented in the form of frequencies and percentages, in charts and tables. The findings on the personality dimensions and performance showed that the conscientiousness personality trait is the most predictive of job performance at followed by openness to experience, agreeableness, extraversion and emotional stability. In conclusion, the majority of KEMRI’s workforce is mainly composed of a conscientiousness personality trait, which has been found most predictive of job performance at the organization. Hence personality is useful for predicting other work-related criteria, like job satisfaction and job performance. The study recommends that KEMRI should consider personality tests as part of the recruitment and selection process.

Shared time pressure at work and its health-related outcomes: Job satisfaction as a mediator

Abstract: Job stressors at the occupational level have become a relevant issue in the field of stress research. Along these lines, the Healthy Work Organization model and the Job Demands–Control model have emphasized the relevance of job stressors defined as a collective construct such as time pressure. Nevertheless, empirical evidence on the potential negative outcomes associated with time pressure as a collective phenomenon and the mechanisms underlying these relationships is lacking. The Healthy Work Organization model posits work adjustment (e.g., job satisfaction) to be a potential mediating variable in the link between shared time pressure at the organizational level and poor health. This study examined the extent to which job satisfaction mediates this relationship in a sample of 367 professional drivers. Findings indicated that shared time pressure at the organizational level was negatively related to job satisfaction and self-reported health but not to sickness absence. Additionally, job satisfaction media...

Job Satisfaction and Domains of Job Satisfaction for Older Workers with Disabilities in Europe

Abstract: This paper analyzes the levels of job satisfaction reported by older workers (aged 50–64) with and without disability by using an aggregating approach in which job satisfaction is seen as a combination of various job satisfaction domains (physical effort, time pressure, level of freedom, capability to develop new skills, support in the workplace, recognition of the work, salary, promotion prospect and job security). Using the Survey of Health, Ageing and Retirement in Europe, we estimate a two-layer model based on the interrelation between the different domains of job satisfaction and wherein the individual’s overall job satisfaction depends on each of these domains. The results show that the levels of satisfaction with the recognition of the work, support in difficult situations and physical effort have a significant effect on the overall job satisfaction reported by limited disabled workers. For this group, the trade-offs between the domains recognition with work and support and satisfaction with salary are especially high. These findings can help organizations, managers and policy makers to design or modify current jobs to make them more attractive in terms of satisfaction for limited disabled older workers.