Core self-evaluations and work engagement: Testing a perception, action, and development path.

Maria Tims,Jos Akkermans,J Alberto Conejero

doi:10.1371/journal.pone.0182745

Abstract

Core self-evaluations (CSE) have predictive value for important work outcomes such as job satisfaction and job performance. However, little is known about the mechanisms that may explain these relationships. The purpose of the present study is to contribute to CSE theory by proposing and subsequently providing a first test of theoretically relevant mediating paths through which CSE may be related to work engagement. Based on approach/avoidance motivation and Job Demands-Resources theory, we examined a perception (via job characteristics), action (via job crafting), and development path (via career competencies). Two independent samples were obtained from employees working in Germany and The Netherlands (N = 303 and N = 404, respectively). When taking all mediators into account, results showed that the perception path represented by autonomy and social support played a minor role in the relationship between CSE and work engagement. Specifically, autonomy did not function as a mediator in both samples while social support played a marginally significant role in the CSE–work engagement relationship in sample 1 and received full support in sample 2. The action path exemplified by job crafting mediated the relationship between CSE and work engagement in both samples. Finally, the development path operationalized with career competencies mediated the relationship between CSE and work engagement in sample 1. The study presents evidence for an action and development path over and above the often tested perception path to explain how CSE is related to work engagement. This is one of the first studies to propose and show that CSE not only influences perceptions but also triggers employee actions and developmental strategies that relate to work engagement.

Highlights

The current labor market emphasizes individual self-management and proactive behaviors, increasing the need for employees to feel capable, competent, and in control of their work environment to uphold and develop themselves
We contribute by extending the current core self-evaluations (CSE) findings to other outcome measures [4] as we focus on work engagement [20]
Whereas the perception and action paths had already been discussed in previous research [4], we propose a new path through which CSE may be related to work engagement, which is based on findings that CSEs seem to play a role in career studies

Summary

Introduction

The current labor market emphasizes individual self-management and proactive behaviors, increasing the need for employees to feel capable, competent, and in control of their work environment to uphold and develop themselves. A recent review of the CSE literature [4] concluded that important information is lacking about the role of CSE in explaining work outcomes as most researchers have not examined why CSE relates to outcomes Another conclusion of the review was that earlier studies almost exclusively focused on job satisfaction and performance while ignoring other important outcomes. Heeding both of these calls, the present study aims to: (1) contribute to a better understanding of why CSE relates to work outcomes by examining several proposed mediators concurrently, and (2) to extend the current CSE findings to other outcomes (i.e., work engagement). We use the approach/avoidance framework [5] to suggest mediators and Job Demands-Resources theory [6] to integrate the different mediational paths and explain the relationship between CSE and work outcomes

Objectives

Methods

Findings

Conclusion