Core Self-Evaluations and Job Performance: The Role of the Perceived Work Environment

Authors

K. Michele Kacmar, University of AlabamaFollow
Brian J. Collins, University of Southern MississippiFollow
Kenneth J. Harris, Indiana University Southeast
Timothy A. Judge, University of FloridaFollow

Document Type

Article

Publication Date

11-1-2009

Department

Management and International Business

Abstract

Using trait activation theory as a framework, the authors examined the moderating role of two situational variables-perceptions of organizational politics and perceptions of leader effectiveness-on the relationship between core self-evaluations and job performance. Results from two samples (N = 137 and N = 226) indicate that employee perceptions of their work environment moderated the relationship between their core self-evaluations and supervisor ratings of their performance. In particular, those with higher core self-evaluations received higher performance ratings in environments perceived as favorable than in environments perceived as unfavorable.

Publication Title

Journal of Applied Psychology

Volume

94

Issue

6

First Page

1572

Last Page

1580

Recommended Citation

Kacmar, K., Collins, B. J., Harris, K. J., Judge, T. A. (2009). Core Self-Evaluations and Job Performance: The Role of the Perceived Work Environment. Journal of Applied Psychology, 94(6), 1572-1580.
Available at: https://aquila.usm.edu/fac_pubs/1114