The current study examines the contingency role of individualism-collectivism profiles on relationships involving core self-evaluations (CSE), perceptions of group potency (PGP), and job performance. Theories of individualism and collectivism have thus far been mixed as to whether these are two distinct constructs or a single bipolar continuum, so latent profiles were considered as a novel perspective on this issue. A sample of 167 employees working in a Chinese vehicle manufacturing facility completed self-report measures of all study variables except job performance, which was measured through supervisor ratings. Latent profile analyses revealed two profiles with either individualism or collectivism as dominant but not both. Further, CSE was a stronger predictor of job performance in employees with an individualism-dominant cultural profile, whereas PGP was a stronger predictor of job performance in employees with a collectivism-dominant cultural profile. As such, research investigating the main effects of CSE and PGP may overlook the qualifier of individualism-versus collectivism-dominant cultural orientations. We offer theoretical and practical considerations regarding how employees experience individualism and collectivism simultaneously and how these experiences affect the interplay of predictorcriterion relations. Practitioner pointsEmployees appear to experience one of two patterns or profiles of individualism or collectivism, such that the employee is relatively high on one construct and low on the other. Supervisors, trainers, and coaches need to consider profiles of individualism and collectivism, as the value of emphasizing core self-evaluations versus perceptions of group potency to enhance job performance depends on the particular employee's dominance on either individualism or collectivism.Core self-evaluations (CSE) refer to internal self-evaluations that reflect how an individual perceives his or her self

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