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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.


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Journal ArticleDOI
TL;DR: In this paper, a research model that investigates work engagement as a mediator of the effect of core self-evaluations on work-family facilitation and family-work facilitation is presented.
Abstract: Purpose – This article aims to develop and test a research model that investigates work engagement as a mediator of the effect of core self-evaluations on work-family facilitation and family-work facilitation Design/methodology/approach – The relationships were tested via structural equation modeling using data collected from a sample of full-time frontline hotel employees with a time lag of two weeks in Turkey Findings – The results suggest that work engagement functions as a full mediator of the impact of core self-evaluations on work-family facilitation and family-work facilitation Specifically, frontline employees with positive core self-evaluations are highly engaged in their work, and therefore, are capable of integrating their work (family) and family (work) roles successfully Practical implications – Management of the hotels can utilize the core self-evaluations scale to hire the right person in frontline service jobs They should invest in high-performance work practices (ie training and re

86 citations

Journal ArticleDOI
TL;DR: In this article, the authors examine when and for whom ethical leadership is more or less effective in promoting a sense of work meaningfulness among employees, and their subsequent work attitudes, and find that both employees' core self-evaluation (CSE) and perceived organizational support (POS; as a situational characteristic) moderate the relationship, but in different ways.
Abstract: Despite urgent calls for more research on the integration of business ethics and the meaning of work, to date, there have been few corresponding efforts, and we know surprisingly little about this relationship. In this study, we address this issue by examining when and for whom ethical leadership is more (or less) effective in promoting a sense of work meaningfulness among employees, and their subsequent work attitudes. Drawing on the contingency theories of leadership and work meaningfulness literature, we speculate that both employees’ core self-evaluation (CSE; as a dispositional characteristic) and perceived organizational support (POS; as a situational characteristic) moderate the relationship, but in different ways, and these associations carry over to employees’ subsequent work attitudes in terms of job satisfaction, organizational commitment and turnover intention. We test our hypotheses with two-wave survey data collected from 377 employees. Results indicate that ethical leadership is effective in eliciting work meaningfulness and attitudes for employees higher in CSE or when POS is lower, and ineffective for those lower in CSE or when POS is higher. A supplementary analysis reveals a three-way interaction between ethical leadership, CSE and POS in predicting a sense of work meaningfulness and subsequent work attitudes. Our research cautions that ethical leadership is not a universally positive practice; it can be ineffective or even have a negative impact under some circumstances.

86 citations

Journal ArticleDOI
Thomas B. Armstrong1
TL;DR: In this article, ratings of satisfaction and importance for the job content and context factors and overall job satisfaction were obtained from 200 engineers and 153 assemblers, and the conclusion is that both theories represent oversimplifications.
Abstract: Herzberg's theory was tested using Darley and Hagenah's rationale relative to occupational level. Ratings of satisfaction and importance for the job content and context factors and overall job satisfaction were obtained from 200 engineers and 153 assemblers. The proposed job factor dichotomy was not supported. However, satisfaction with the content factors made the greatest contribution to overall job satisfaction, regardless of occupational level. Conversely, ratings of job factor importance were a function of occupational level; content aspects were most important for engineers, and context for assemblers. Several demographic variables failed to influence the findings. The conclusion is that both theories represent oversimplifications. Recent job satisfaction research has been strongly influenced by the theory proposed by Herzberg, Mausner, and Snyderman (1959), which is based on a content-context job factor dichotomy. The main hypothesis states that favorable feelings toward content factors, like achievement, contribute primarily to overall job satisfaction, but do not generally contribute to job dissatisfaction per se. Hence, content factors act mainly as satisfiers. Conversely, positive feelings toward context aspects, like job security, contribute to neutralizing dissatisfaction, but do not generally contribute to job satisfaction per se. Thus, context factors act mainly as dissatisfiers . Moreover, these diverse and curvilinear relationships are asserted to hold regardless of occupational level. The results of research directed at the twofactor theory have been mixed. In essence,

85 citations

Journal ArticleDOI
TL;DR: In this paper, the authors examined one possible explanation for the lack of stability found to date in the relationship between Openness to Experience, a second-order Big Five personality factor, and job performance, and found that openness predicted unique variance in job performance for these employees above and beyond both cognitive aptitude, and the other four personality dimensions of the Big Five.
Abstract: The current study examined one possible explanation for the lack of stability found to date in the relationship between Openness to Experience, a second-order Big Five personality factor, and job performance. An organizational setting and geographic locale were chosen, a priori, to reflect a condition that would increase the potential for openness to serve as an advantageous personality disposition for job performance. Consequently, we studied job performance and openness among inhabitants of the southeast employed in U.S.-based Japanese manufacturing companies. A step-wise hierarchical regression analysis revealed that openness predicted unique variance in job performance for these employees above and beyond both cognitive aptitude, and the other four personality dimensions of the Big Five. Explanations for the finding and its implications on the study of personality-job performance linkages are discussed.

85 citations


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Performance
Metrics
No. of papers in the topic in previous years
YearPapers
202325
202252
202148
202046
201943
201843