Abstract: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-re… Show more
“…A recent meta-analysis found significant relationships of CSE with various job-related outcomes, such as in-role and extrarole job performance and job and life satisfaction (Chang et al, 2012). Indeed, CSE has been considered as an important personality construct (Chang et al, 2012;O'Neill, McLarnon, Xiu, & Law, 2016) and is suggested to predict work-related outcomes better than other individual personality traits in both Eastern and Western contexts (Judge, 2009;Rode et al, 2012). In the current study, we follow the suggestions by previous scholars (Judge et al, 2000;Johnson et al, 2008;Chang et al, 2012) and treat CSE as a global trait, rather than four specific traits (i.e., self-esteem, generalized self-efficacy, locus of control and emotional stability) to capture the effects of an individual's overall positive evaluations on knowledge sharing and subsequently, on creativity.…”
Whereas core self-evaluation (CSE) has been proposed as an antecedent of creativity, surprisingly, little research has examined it. Extending prior research on CSE, this study investigates when and how CSE relates to creativity. Drawing on the approach/avoidance theoretical framework (Elliot & Thrash, 2002), we propose that employee's knowledge sharing behavior serves as a mechanism that links CSE to creativity. We further examine the positive moderating effect of work meaningfulness as an activator of the approach tendencies of high-CSE employees. We tested our hypotheses using two-wave multi-source data from a sample of 200 researchers and their supervisors. The results fully supported our hypotheses, and offered both theoretical implications and practical implications.
“…A recent meta-analysis found significant relationships of CSE with various job-related outcomes, such as in-role and extrarole job performance and job and life satisfaction (Chang et al, 2012). Indeed, CSE has been considered as an important personality construct (Chang et al, 2012;O'Neill, McLarnon, Xiu, & Law, 2016) and is suggested to predict work-related outcomes better than other individual personality traits in both Eastern and Western contexts (Judge, 2009;Rode et al, 2012). In the current study, we follow the suggestions by previous scholars (Judge et al, 2000;Johnson et al, 2008;Chang et al, 2012) and treat CSE as a global trait, rather than four specific traits (i.e., self-esteem, generalized self-efficacy, locus of control and emotional stability) to capture the effects of an individual's overall positive evaluations on knowledge sharing and subsequently, on creativity.…”
Whereas core self-evaluation (CSE) has been proposed as an antecedent of creativity, surprisingly, little research has examined it. Extending prior research on CSE, this study investigates when and how CSE relates to creativity. Drawing on the approach/avoidance theoretical framework (Elliot & Thrash, 2002), we propose that employee's knowledge sharing behavior serves as a mechanism that links CSE to creativity. We further examine the positive moderating effect of work meaningfulness as an activator of the approach tendencies of high-CSE employees. We tested our hypotheses using two-wave multi-source data from a sample of 200 researchers and their supervisors. The results fully supported our hypotheses, and offered both theoretical implications and practical implications.
“…Job performance contains both in‐role (task) and non‐task elements (e.g., OCB), and we follow this classification by using both aspects of job performance as criteria (Rotundo & Sackett, ), in addition to income, a measure of career success (Heslin, ). Therefore, building on research linking CSE with task performance, OCB, career success, and salary (Chang et al ., ; Dietl, Rule, & Blickle, ; O'Neill, McLarnon, Xiu, & Law, ), and supporting the implicit characteristics of CSE, we hypothesize: Hypothesis 1: Implicit CSE positively relates to (1) task performance, (2) OCB, and (3) income. Hypothesis 2 : Implicit CSE accounts for incremental variance in (1) task performance, (2) OCB, and (3) income above and beyond explicit self‐ratings of target CSE.…”
Core self‐evaluations (CSE) represent the fundamental appraisals individuals make about their self‐worth and capabilities. Although scholars characterize CSE as evaluations that are both conscious and subconscious, the implicit aspect of CSE has not yet been examined. Drawing on models of dual information processing, we develop and validate an indirect measure (Implicit Association Test) assessing implicit CSE. Therefore, we investigate how explicit, implicit, and acquaintance‐rated CSE relate to task performance, organizational citizenship behaviours (OCB), and income. We argue that implicit CSE accounts for incremental variance in these three outcomes beyond explicit and acquaintance‐rated CSE. We found that implicit CSE accounted for incremental variance in OCB and income above and beyond explicit CSE. Our effects for implicit CSE held even when controlling for acquaintance ratings of CSE. Also, acquaintance ratings accounted for incremental variance in income and OCB beyond explicit CSE. We discuss implications for CSE measurement and research, and the practical implications of our findings.
Practitioner points
In evaluative situations, such as personnel selection, self‐reported core self‐evaluations (CSE) are susceptible to impression management and social desirability.
We developed an indirect measure (i.e., an Implicit Association Test) to assess implicit CSE and demonstrated that it accounts for incremental variance in job performance and income beyond self‐reported and other‐rated CSE.
Organizations and practitioners should measure self‐rated, implicit, and other‐rated CSE to predict job performance and income more accurately.
“…Group potency is one of the most frequently investigated emergent states and team processes associated with effective teamwork (LePine et al, 2008), and recent research suggest this trend is going to continue (e.g., O’Neill et al, 2016; Schaubroeck et al, 2016, among others). Although it has been described in different forms previously (see Stajkovic et al, 2009), we adhere to its conventional definition as a team’s generalized confidence in its ability to perform across a variety of situations (see Guzzo et al, 1993).…”
Much of the previous research on the emergence of team-level constructs has overlooked their inherently dynamic nature by relying on static, cross-sectional approaches. Although theoretical arguments regarding emergent states have underscored the importance of considering time, minimal work has examined the dynamics of emergent states. In the present research, we address this limitation by investigating the dynamic nature of group potency, a crucial emergent state, over time. Theory around the “better-than-average” effect (i.e., an individual’s tendency to think he/she is better than the average person) suggests that individuals may have elevated expectations of their group’s early potency, but may decrease over time as team members interact gain a more realistic perspective of their group’s potential. In addition, as members gain experience with each other, they will develop a shared understanding of their team’s attributes. The current study used latent growth and consensus emergence modeling to examine how potency changes over time, and its relation with team effectiveness. Further, in accordance with the input-process-output framework, we investigated how group potency mediated the relations between team-level compositions of conscientiousness and extraversion and team effectiveness. We collected data at three time points throughout an engineering design course from 337 first-year engineering students that comprised 77 project teams. Results indicated that group potency decreased over time in a linear trend, and that group consensus increased over time. We also found that teams’ initial potency was a significant predictor of team effectiveness, but that change in potency was not related to team effectiveness. Finally, we found that the indirect effect linking conscientiousness to effectiveness, through initial potency, was supported. Overall, the current study offers a unique understanding of the emergence of group potency, and facilitate a number theoretical and practical implications, which are discussed.
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