A comparison of general and work-specific measures of core self-evaluations

Bowling, Nathan A.; Wang, Qiang; Tang, Han Ying; Kennedy, Kellie D.

doi:10.1016/j.jvb.2010.01.008

Cited by 32 publications

(27 citation statements)

References 29 publications

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“…First, employees with high levels of CSE tend to have lower levels of stigma consciousness (as illustrated by the current study's correlation table). This is important for managers to know because, despite their negative reactions to occupational stigma consciousness as shown in the current study, employees with high CSE have been found to engage in less deviance (Bowling, Wang, Tang and Kennedy, 2010) and appraise their work more positively (Judge et al, 2000). Although our results show that employees with high levels of CSE who also perceive high societal stigmatization of their jobs identify less with their occupation, our results also show that high stigma-conscious employees engage in approximately the same amount of deviance, and find their work meaningful, regardless of their level of CSE.…”

Section: Practical Implicationsmentioning

confidence: 74%

Service employees and self-verification: The roles of occupational stigma consciousness and core self-evaluations

2014

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Despite the growing number and importance of service occupations, we know little about how jobholders’ perceptions of societal stigmas of service jobs influence their identification with and attitudes towards work. The present study presents a framework that accords key roles to research on occupational stigma consciousness and the verification of employees’ self-views (i.e. core self-evaluations) to understand employees’ responses to occupational stigmatization. Survey responses from call center employees revealed a negative relationship between occupational stigma consciousness and occupational identification and work meaningfulness and a positive relationship between occupational stigma consciousness and organizational production deviant behaviors for employees who have a positive self-view. Opposite patterns of results surfaced for employees who have a lower positive self-view.

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Section: Practical Implicationsmentioning

confidence: 74%

Service employees and self-verification: The roles of occupational stigma consciousness and core self-evaluations

2014

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“…A sample item is "I am confident I get the success I deserve in life". Prior studies in different cultural contexts including the United States, Germany (Stumpp, Muck, Hülsheger, Judge, & Maier, 2010), Japan (Piccolo et al, 2005), and China (Bowling, Wang, Tang, & Kennedy, 2010) have supported its good psychometric properties and cross-cultural generalizability (see Chang, Ferris, Johnson, Rosen, & Tan, 2012 for a review).…”

Section: Core Self-evaluation (Cse)mentioning

confidence: 98%

The influence of leader core self-evaluation on follower reports of transformational leadership

Zhen

Liden

et al. 2012

The Leadership Quarterly

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“…Note that there is no error term in these Poisson models because of its parameterization (i.e., the expected count implies a specific variance) (see Tables A1-A5 in Appendix). All analyses were performed in R; the linear three-level regressions with the lme4 package (Bates, 2010), and the three-level Poisson regressions using the glmmADMB package (Bolker, Skaug, Magnusson, & Nielsen, 2013).…”

Section: Ocb-omentioning

confidence: 99%

The effect of state core self-evaluations on task performance, organizational citizenship behaviour, and counterproductive work behaviour

Debusscher

Hofmans

Fruyt

2015

European Journal of Work and Organizational Psychology

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Although the personality-performance relationship has been studied extensively, most studies focused on the relationship between between-person differences in the Big Five personality dimensions and between-person differences in job performance. The current paper extends this research in two ways. First, we build on core self-evaluations (CSEs): an alternative, broad personality dimension that has proven to be a good predictor of job performance. Second, we tested concurrent and lagged within-person relationships between CSEs and task performance, organizational citizenship behaviour (OCB), and counterproductive work behaviour (CWB). To this end, we conducted two experience sampling studies; the first one assessing the relationship between state CSEs and levels of momentary task performance and OCB, and a second study in which employees reported on their level of state CSEs and momentary CWB. Results showed that there is substantial within-person variability in CSEs and that these within-person fluctuations relate to within-person variation in task performance, OCB, and CWB towards the organization, and CWB towards the individual. Moreover, CSEs prospectively predicted within-person differences in task performance and CWB towards the organization, whereas the reversed effect did not hold. These findings tentatively suggest that state CSEs predict performance, rather than the other way around.Keywords: state core self-evaluations; task performance; organizational citizenship behaviour; counterproductive work behaviour; within-person variabilityIn the domain of work and organizational psychology, the personality-performance relationship has been studied extensively (Barrick & Mount, 1991;Barrick, Mount, & Judge, 2001). The primary reason is that predicting employee performance from stable, person-related characteristics (i.e., personality traits) is attractive from both a practical and a theoretical point of view. With respect to the former, a strong, reliable relationship between personality and performance paves the way for using parsimonious personality assessment instruments in, for example, employee selection procedures. Regarding the latter, it yields useful insights into the determinants of job performance and the consequences of personality at work.Up until now, most studies on the personality-performance link have focused on how individual differences on each of the Big Five personality dimensions related to individual differences in general indices of work performance (Barrick & Mount, 1991;Hurtz & Donovan, 2000;Neal, Yeo, Koy, & Xiao, 2012). Recently, however, this approach has been called into question. The first reason is that awareness is growing that performance is not static, but rather episodic in nature (Beal, Weiss, Barros, & MacDermid, 2005;Debusscher, Hofmans, & De Fruyt, 2014, 2015, which means that it not only varies between individuals, but also changes over time within an individual. As a result, it becomes important to study not only the stable, trait-like antecedents of performance, but ...

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A comparison of general and work-specific measures of core self-evaluations

Cited by 32 publications

References 29 publications

Service employees and self-verification: The roles of occupational stigma consciousness and core self-evaluations

Service employees and self-verification: The roles of occupational stigma consciousness and core self-evaluations

The influence of leader core self-evaluation on follower reports of transformational leadership

The effect of state core self-evaluations on task performance, organizational citizenship behaviour, and counterproductive work behaviour

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