Core Self-Evaluations and Job Performance: The Role of the Perceived Work Environment
Management and International Business
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.
Journal of Applied Psychology
Kacmar, K. M.,
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: http://aquila.usm.edu/fac_pubs/1114