Expanding the link between core self-evaluations and affective job attitudes

The present study examined the differentiated relationship between core self-evaluations and affective job attitudes. In previous research, job characteristics were proposed to mediate this relationship. However, the facets of the job characteristics model have not yet been assessed separately. In the present study we tested which job characteristics (i.e., skill variety, task identity, task significance, autonomy, and feedback) mediate the relationship between core self-evaluations and job satisfaction as well as organizational commitment in a sample of 199 employees. Results revealed that core self-evaluations were related to job satisfaction and organizational commitment. Task significance was found to mediate these relationships. These findings are discussed with respect to the level on which people regulate their actions.     

Doing good buffers against feeling bad: Prosocial impact compensates for negative task and self-evaluations

Although evidence suggests that negative task and self-evaluations are associated with emotional exhaustion, little research has examined factors that buffer against these effects. We propose that perceived prosocial impact, the experience of helping others, compensates for negative task and self-evaluations by focusing attention on positive outcomes for others. In Study 1, perceived prosocial impact attenuated the associations of low intrinsic motivation and core self-evaluations with emotional exhaustion among professional fundraisers. Study 2 replicated these results among public sanitation employees and extended them to supervisor performance ratings. Mediated moderation analyses indicated that by protecting against emotional exhaustion, perceived prosocial impact compensated for low intrinsic motivation and core self-evaluations to predict higher performance ratings. Our studies extend theory and research on burnout, helping, and citizenship.     

Multisource Feedback and Leaders' Goal Performance: Moderating effects of rating purpose,rater perspective,and performance dimension

The main purposes of this study are to examine whether multisource feedback ratings predict leaders' organizational goal performance, and whether the relationships are consistent across the two rating purposes (developmental, administrative), two leadership dimensions behaviors (Consideration, Initiating Structure), and three rating perspectives (supervisor, self, and ‘other’ raters, i.e., peers and subordinates). Leaders (n=396) in a large organization in the transportation industry participated in two multisource feedback programs, the first for developmental purposes and the second 8 months later for administrative purposes. Approximately 1 month later, they were rated by their supervisor on their effectiveness in attaining five organizational performance goals (financial, safety, customer satisfaction, employee satisfaction, diversity). Results revealed that both developmental ratings and administrative ratings uniquely predicted leaders' goal performance. However, both leadership dimension and rater perspective moderated these relationships. Leadership behaviors associated with Consideration were stronger predictors of goal performance for supervisor ratings, whereas behaviors associated with Initiating Structure were stronger predictors of goal performance for self and other ratings.     

How and When Do Core Self-Evaluations Predict Career Satisfaction? The Roles of Positive Goal Emotions and Occupational Embeddedness

We draw on theories of self-verification and situational strength to examine how and when core self-evaluations (CSE) predict career satisfaction. We tested our hypotheses using a time-lagged study with 139 alumni of two business schools across three measurement waves. Results showed that compared to individuals with lower CSE those with higher CSE were more satisfied with their careers because they associated more positive emotions with pursuing their career goals. However, a high degree of occupational embeddedness attenuated the indirect effect of the CSE–career satisfaction relationship through positive goal emotions and compensated for low levels of positive goal emotions. We discuss theoretical and practical implications.     

Helping is not enough: Recipient's reactions to aid as a function of positive and negative information about the self

The present research investigated the effects of experimentally induced positive and negative feedback about the self on the recipient's subsequent reactions to aid. In line with a consistency prediction, subjects given positive feedback who later received aid had lower mood ratings and less favorable self-evaluations than those who were given positive feedback but no subsequent help. Conversely, subjects given negative feedback who later received aid had higher mood ratings and more positive self-evaluations than those who were given negative feedback but no subsequent help. Subjects' evaluations of another individual were characterized by aid main effects, which indicate that an other who helped was evaluated more favorably than an other who did not help. The conceptual and applied implications of these results are discussed.     

Effects of participative vs assigned goals and feedback in a multitrial task

A dynamic multitrial perspective on goal setting was adopted in order to investigate the effects of both goals (assigned vs participative) and goal-discrepant performance feedback on subsequent goal commitment and performance. Eighty subjects were initially assigned to either an assigned or participative goal condition, and performed a multitrial task with all subjects receiving goal discrepant performance feedback following the first task trial. Assigned rather than participative goal setting led to higher goal commitment, and large goal/feedback discrepancies led to greater reductions in subsequent goals. Because of these goal changes, the ability of initial goals to predict performance decreased over trials. However, when goal commitment, which reflects revised goals, was also considered, the ability to predict performance actually increased over trials. A moderating effect for need achievement was obtained such that higher-need achievers were more goal committed and performed better under participative goal setting than low-need achievers. Discussion focused on the practical and theoretical importance of a dynamic goal-setting perspective in explaining and predicting responses to goals and feedback systems.     

Core self-evaluations and job and life satisfaction: the role of self-concordance and goal attainment

The present study tested a model explaining how the core self-evaluations (i.e., positive self-regard) concept is linked to job and life satisfaction. The self-concordance model, which focuses on motives underlying goal pursuit, was used as an explanatory framework. Data were collected from 2 samples: (a) 183 university students (longitudinal measures of goal attainment and life satisfaction were used) and (b) 251 employees (longitudinal measures of goal attainment and job satisfaction were utilized). In both studies, the core self-evaluations concept was positively related to goal self-concordance, meaning that individuals with positive self-regard were more likely to pursue goals for intrinsic and identified (value-congruent) reasons. Furthermore, in both studies, goal self-concordance was related to satisfaction (job satisfaction in Study 1 and life satisfaction in Study 2).     

THE INFLUENCE OF UPWARD FEEDBACK ON SELF- AND FOLLOWER RATINGS OF LEADERSHIP

The impact of upward feedback (followers' perceptions of leadership provided to leaders) on leaders' self-evaluations and followers' subsequent ratings of leadership was assessed in a field setting. Subjects were 978 student leaders and their 1,232 followers. Results indicated that overall, leaders' behaviors as rated by followers improved after feedback. Leaders' self-evaluations following feedback became more similar to the evaluations provided by followers. Interestingly, when leaders were grouped according to whether feedback was positive, neutral, or negative based on agreement between self- and follower ratings, differences between groups in post-feedback self-evaluations and follower ratings emerged. Self-evaluations for leaders receiving negative feedback (high self- relative to followers' ratings) went down, while self-evaluations for leaders receiving positive feedback (low self- relative to follower's ratings) went up. Follower ratings of leaders who received negative feedback improved following feedback to leaders, while there was no change in follower ratings for those receiving positive feedback. Implications for using upward feedback in organizations are discussed.     

Antecedents and consequences of work-family enrichment among Indian managers

The present study identifies core self-evaluations, family support, supervisor support and job characteristics as the antecedents of work-to-family enrichment and family satisfaction, job satisfaction, affective commitment and organizational citizenship behavior (OCB) as its outcomes. The participants (n= 245) were employees from four organizations in India from manufacturing and information technology sectors. The results show that job characteristics and supervisor support were the predictors of work-to-family enrichment and core self-evaluations, family support and supervisor support emerged as the predictors of family-to-work enrichment. On outcomes, work-to-family enrichment are the predicator of job satisfaction, affective commitment and OCB and family-to-work enrichment as the predictor of family satisfaction, job satisfaction, affective commitment and OCB. The implications of the findings are discussed.     

How Positive and Negative Feedback Motivate Goal Pursuit

This article explores the feedback individuals give, seek, and respond to in the course of pursuing their goals. We propose that positive feedback motivates goal pursuit when it signals an increase in goal commitment, whereas negative feedback motivates goal pursuit when it signals insufficient goal progress. We review research suggesting that whether individuals are drawn to evaluate their level of commitment versus rate of progress determines the type of feedback (positive or negative) that best motivates them to pursue their goals. We then review research suggesting that these effects of feedback operate by inducing positive and negative general moods as well as specific emotions.     

From bad to worse: Relationship commitment and vulnerability to partner imperfections

Having a satisfying romantic relationship is not always feasible, particularly as one discovers less‐than‐perfect partner characteristics. It is suggested that less committed couple members are more vulnerable to negative partner characteristics than are highly committed couple members. Forty‐one dating couples individually indicated their commitment level, were randomly assigned to receive positive‐ or negative‐false feedback about the partner’s personality, and indicated their postmanipulation satisfaction and uncertainty levels. Negative partner feedback affected the satisfaction of less committed but not highly committed individuals. Feeling uncertain about the relationship mediated less committed couple members’ increased vulnerability to negative partner information. The association between uncertainty and commitment was curvilinear and stronger under conditions of relationship threat. Self‐esteem did not predict responses to threat.     

Memory and goal setting: the response of older and younger adults to positive and objective feedback

Earlier research suggested that goal setting for memory does not have the same advantages for older adults as for younger adults. Using ideal goal-setting conditions with individualized goals, the authors compared goals plus positive feedback, goals plus objective feedback, and control. Performance increased over trials and was higher for both goal conditions than for control. The positive feedback condition showed the highest goal commitment and motivation. Older adults showed strong performance gains and more motivation and goal commitment than the young. The results showed that older adults can benefit from goal setting under optimal learning and feedback conditions.     

Do Social Stressors Impact Everyone Equally? An Examination of the Moderating Impact of Core Self-evaluations

Purpose  The purpose of this study was to investigate the relationships between social stressors and the outcomes of job satisfaction, altruism, and turnover intentions. Additionally, this study examined the moderating impact of individuals’ core self-evaluations on these relationships. Design/methodology/approach   Data were obtained from a branch of the state government in the southeast. Responses were received from 144 employees. Supervisors provided responses as well, and the matched dyads where both supervisor and subordinate responses were received numbered 133. Findings  We found that social stressors were negatively related to job satisfaction and altruism and positively related to turnover intentions. Results also indicated that higher core self-evaluations buffered the negative influence of social stressors on job satisfaction and turnover intention, but not altruism. Implications  Our results reinforce the notion that social stressors exhibit significant negative associations with desired job consequences. Another managerial implication relates to managers when filling vacant positions. When completing this task, managers need to honestly and accurately assess the social stressors present in their organization. When social stressors are high, managers should seek to hire individuals who possess higher core self-evaluations. Originality/value  This study employed a different theoretical perspective, conservation of resources theory, and extended the nomological network related to social stressors. Additionally, this study showed the important moderating impact that core self-evaluations can have on other relationships, whereas the large majority of previous studies have examined core self-evaluations as a main effect predictor of important organizational outcomes. Received and Reviewed by former editor, George Neuman.     

The Dispositional Sources of Job Satisfaction: A Comparative Test

This study related three personality taxonomies—positive affectivity and negative affectivity (PA and NA), the five-factor model (the "Big Five"), and core self-evaluations—to job satisfaction in an integrative test. In a longitudinal design with multi-source data, results indicated that the traits from all three taxonomies generally were significantly related to job satisfaction, even when the traits and job satisfaction were measured with independent sources. However, when all three typologies were examined concurrently, the core self-evaluations typology was the only typology that was significantly related to job satisfaction. The study extends research on the validation of these frameworks by assessing convergent and discriminant validity issues, and shows that core self-evaluations adds to our understanding of the dispositional source of job satisfaction.     

Emotional display rules and emotional labor: the moderating role of commitment

The authors examined whether commitment to emotional display rules is a necessary condition for emotional display rules to affect behavior at work. Results using structural equation modeling revealed that display rule commitment moderated the relationships of emotional display rule perceptions with surface acting, deep acting, and positive affective delivery at work, such that the relationships were strong and positive when commitment to display rules was high and weak when commitment to display rules was low. These findings suggest that motivation plays a role in the emotional labor process in that individuals must be committed to display rules for these rules to affect behavior.     

How the rich (and happy) get richer (and happier): relationship of core self-evaluations to trajectories in attaining work success

In this study, the authors linked core self-evaluations to job and work success. Utilizing a dynamic design from participants in the National Longitudinal Surveys of Youth (NLSY79), core self-evaluations were hypothesized to predict individuals' intercepts (starting levels of success), and their growth trajectories (slope of individuals' success over time) with respect to job satisfaction, pay, and occupational status. Results indicated that higher core self-evaluations were associated with both higher initial levels of work success and steeper work success trajectories. Education and health problems that interfere with work mediated a portion of the hypothesized relationships, suggesting that individuals with high core self-evaluations have more ascendant jobs and careers, in part, because they are more apt to pursue further education and maintain better health.     

Executive Control and Relationship Maintenance Processes: An Empirical Overview and Theoretical Integration

Why do romantic partners sometimes act in ways that potentially threaten relationship satisfaction and stability, even when strongly committed to the relationship? This article discusses research that has addressed this question by examining the role of executive control. We argue that executive control plays a particularly important role in relationship functioning when partners are faced with dilemmas between acting on self‐interest and acting on partner or relationship interest. We review the key findings in this domain, demonstrating that individual differences in executive control are positively associated with sacrifice, forgiveness, and the ability to resist the temptation of attractive alternatives. We conclude with proposing a theoretical model that integrates the role of motivation and capacity factors in promoting pro‐relationship responses and discuss promising areas for future research.     

Getting credit for OCBs: potential costs of being a good actor vs. a good soldier

Employing a sample of 197 employee-supervisor dyads, we explore whether employees’ attitudes and underlying motivation for engaging in organizational citizenship behaviours (OCBs) differentially relate to supervisors’ assessments of their individual performance and reward recommendations. We theorized that employees who perform OCBs with self-serving motives would be low on affective commitment and high on equity sensitivity, and that such individuals would receive lower performance ratings and fewer reward recommendations than those who are high on affective commitment, low on equity sensitivity, and more selflessly motivated. Our results suggest that employees with high affective commitment, low equity sensitivity, and high selfless motives were more likely to receive positive supervisor performance ratings and high reward recommendations. We also found that affective commitment moderated the mediating path of prosocial values (a selfless motive) on the relationship between OCBs and reward recommendations. Practical implications and future research directions are discussed.     

360 Degree Feedback and Developmental Outcomes: The Role of Feedback Characteristics,Self‐Efficacy and Importance of Feedback Dimensions to Focal Managers' Current Role

This longitudinal study investigates whether developmental changes following 360 degree feedback are predicted by the favourability of ratings received, and moderated by focal individuals' self‐efficacy and perceived importance of feedback. Five developmental criteria are investigated longitudinally: (i) self‐assessments, (ii) line managers' ratings, (iii) amount of developmental activity, (iv) global self‐efficacy and (iv) self‐efficacy for development. Feedback ratings from certain rater groups predicted changes in ratings, but not changes in self‐efficacy or amount of developmental activity. Self‐efficacy significantly moderated the feedback–performance association for certain rater groups, but feedback importance did not. Contrary to expectations, the focal individual's initial self‐assessment predicted changes in self‐efficacy, over the favourability of ratings received. The implications of these findings for organizations using 360 degree feedback for developmental purposes are discussed.     

Exploring Individual Differences in a Goal‐Setting Situation Using the Motivational Trait Questionnaire1

We examined the Motivational Trait Questionnaire (MTQ) in a goal‐setting situation to determine the capability of motivational traits to predict task performance and core variables associated with goal‐setting: self‐efficacy, personal goals, and goal commitment. The MTQ measures individual differences in motivation to perform tasks utilizing 6 underlying scales that reflect the 3 traits of personal mastery, competitive excellence, and motivation related to anxiety. Generally consistent with hypotheses, we found that higher levels of the desire to learn, mastery, other‐referenced goals, competitiveness, and emotionality scales were predictive of personal goals, self‐efficacy, and practice, or postgoal performance of an idea‐generation task. Our findings led us to believe that the MTQ is a reliable and useful way of measuring stable motivational constructs, particularly in a goal‐setting situation.