Core self-evaluation, perceived organizational support for strengths use and job performance: Testing a mediation model
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Core self-evaluation, perceived organizational support for strengths use and job performance: Testing a mediation model He Ding 1 & Enhai Yu 1 & Yanbin Li 1
# Springer Science+Business Media, LLC, part of Springer Nature 2020
Abstract The purpose of this study was to investigate the relationship between core self-evaluation (CSE) and innovative behavior and the mediating role of perceived organizational support for strengths use (POS for strengths use) in the associations of CSE with job performance, particularly, task performance and employee innovative behavior. A three-wave survey research design was applied to collect data from 157 full-time employees working in various organizations in China. Structural equation modelling was employed to examine our predictions. Results demonstrated that CSE has a positive effect on innovative behavior. More importantly, POS for strengths use significantly and partially mediated the associations of CSE with task performance and innovative behavior. This study contributes to unlocking the “black box” in the relationships between CSE and task performance and innovative behavior by investigating the mediating role of POS for strengths use in these relationships. Keywords Core self-evaluation . Perceived organizational support for strengths use . Task performance . Innovative behavior
Introduction Numerous studies have revealed that core self-evaluation (CSE) is significantly associated with employees’ attitudes, behaviors and performance (Bono and Judge 2003; Kacmar et al. 2009; Chang et al. 2012). Since job performance is quite critical driver of organizational development, research on the CSE-job performance relationship has captured considerable scholarly interest from researchers in the domain of organizational psychology. Although extant literature has indicated that CSE is significantly related to a wide variety of job performance such as task performance (Chang et al. 2012), objective productivity (Grant and Wrzesniewski 2010), organizational citizenship behavior (Debusscher et al. 2016), and employees’ voice behavior (Aryee et al. 2017), more research is still required for a better understanding of the relationship between CSE and job performance. Job performance has been divided into two categories, namely in-role performance and extra-role performance
* Enhai Yu [email protected] 1
School of Economics and Management, North China Electric Power University, Beijing, China, 2 Beinong Road, Changping District, Beijing, China
(Becker and Kernan 2003). The former can be conceptualized as task performance required by formal job responsibilities (Kong and Ho 2016; Law et al. 2010), and the latter can be considered as employee innovative behavior which is voluntary behavior with risk (Lin and Ding 2019; Yuan and Woodman 2010). Prior research has found CSE to relate to task performance (Kacmar et al. 2009), but little research has investigated the association of CSE with innovative behavior. Innovative behavior has been suggested to be a prominent source of competitive adva
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