Invited reaction: Investigating the influences of core self‐evaluations, job autonomy, and intrinsic motivation on in‐role job performance

Abstract

The authors integrate social psychology and management research to examine employee behavior and its relation to human resource development. Specifically, the authors seek to explicate how personality and job context influence individual performance. The authors suggest intrinsically motivated employees are valuable assets who are able to accomplish necessary tasks without consuming considerable organizational resources (e.g., supervisory time, attention, etc.). Because the performance of intrinsically motivated employees ultimately benefits the organization, human resource professionals should understand and support antecedents that empower their most capable employees. The authors investigate two factors that may contribute to intrinsic motivation, self-concept (i.e., core self-evaluations [CSEs]), and job context (i.e., autonomy). They also discuss potential implications of their findings.There is much to like about this work, which the authors position firmly within the confines of contemporary scholarly interest. The authors consider the chosen constructs with the use of a mediated model, empirically testing it with structural equation modeling. The study' s data consist of a reasonably large sample of full-time employees at a Fortune Global 100 company, evaluating behavior within an established, organizational environment. Because this sample utilizes working individuals, the constructs of interest are examined in an environment where legitimate career factors are present.Further, the Korean sample presents an international component, contributing to the generalizability of potential findings. This complements a multitude of

The effect of occupational self-efficacy on work performance through intrinsic work motivation

“…In a study that investigated the role of core self-evaluations, job autonomy and intrinsic motivation on in-role job performance, Joo et al (2010) concluded that intrinsic motivation partially mediated the relationship between core self-evaluations and job performance, and had a full mediator role in the relationship between job autonomy and job performance. Right after the publication of Joo et al (2010) study, in an invited essay, Collins (2010) disputed that the results are questionable as the study itself was cross-sectional that prevent anyone to infer causal relations. Therefore, Collins (2010) suggested using a lagged data, which might yield better results.…”

“…Right after the publication of Joo et al (2010) study, in an invited essay, Collins (2010) disputed that the results are questionable as the study itself was cross-sectional that prevent anyone to infer causal relations. Therefore, Collins (2010) suggested using a lagged data, which might yield better results. In addition, he argued clearly that the core self-evaluations correlate strongly with in-role performance as well as intrinsic motivation.…”

Virtual Reality design-build-test games with physics simulation: opportunities for researching design cognition

“…The VR game format used in our approach allowed us to provide an enjoyable experience for the participants, and possibly increased their level of motivation in the design activities (see Alsawaier, 2018;Özhan & Kocadere, 2020). This is relevant for studying cognition in design because much previous research suggests that intrinsic motivation drives creative work generally (e.g., see Amabile, 1996;Collins, 2010) and creative design work in particular (see Cross, 2004;Moroşanu Firth & Crilly, 2018). Studying design cognition in settings that do not foster such motivation either block the study of an important aspect of cognition or result in experimental artifacts even when motivation is not the subject of interest (Amabile, 2018;Welch et al, 2000).…”