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Critically discuss the relationship between Core Self-Evaluation and behaviour at work

  • Category:
    Business
  • Document type:
    Essay
  • Level:
    Undergraduate
  • Page:
    2
  • Words:
    1191

The Relationship between Core Self-Evaluation and Behaviour at Work

The Relationship between Core Self-Evaluation and Behaviour at Work

Introduction

Core self-evaluations have become a crucial predictor of work job performance as well as job satisfaction. The concept of core self-evaluations was introduced with the objective of offering a trait, which could be used to predict job satisfaction, and possibly other applied criteria. According to Judge (2009), core self-evaluations are central, underlying evaluations which employees make of themselves. Akin to self-esteem, core self-evaluations is an assessment of a person’s self-worth. Furthermore, core self-evaluations reflect beliefs in a person’s ability to control his life as well as competence to accomplish, manage, endure, and become successful. Basically, core self-evaluations (CSEs) are considered as a far-reaching underlying concept, characterised by four traits: generalised self-efficacy, self-esteem, the locus of control, as well as low neuroticism (Judge, 2009).
On the other hand, work behaviour can be described as the way through which employees react to certain situations or circumstances in the place of work. Even though the work behaviour is determined by numerous elements, organisation’s culture normally shapes the employees. Therefore, corporate as well as personal culture influence the way people interact and communicate at the workplace. The beliefs of the employees have an effect on their moral values. This essay seeks to discuss critically the relationship between core self-evaluation and behaviour at work.

Job satisfaction as stated by Robbins and Judge (2013) is not only associated with job conditions but also personality. Numerous studies as cited by Judge (2009) argue that employees with positive core self-evaluations (those believing in their basic competence and inner worth) have a high level of job satisfaction as compared to those with negative CSEs. Employees with negative CSEs are less ambitious and are more inclined to give up when facing challenges. Therefore, employees with negative CSEs are more inclined to work in repetitive and boring jobs as compared to employees having positive CSEs. A mentioned by Robbins and Judge (2013), employees with positive CSEs always perform better because of their commitment to the ambitious goals they have set. In their study, Bono and Judge (2003) established that CSEs have an effect on individual’s appraisal of others, themselves, as well as the world, and always perform the evaluations subconsciously. Therefore, appraisals that focus on a certain situation such as one’s colleagues or work are influenced by the more fundamental and deeper self-appraisals. However, the majority of people have less understanding with regard to how their self-evaluations influence their behaviour or perceptions. Even though people could have core evaluations in different domains, some studies have exhibited that CSEs are very important (Bono & Judge, 2003).

The core self-evaluations according to Kittinger, Walker, Cope, and Wuensch (2009) are considered to represent a cluster of four traits that are conceptually interrelated: generalised self-efficacy, self-esteem, the locus of control, as well as (high) emotional stability or (low) neuroticism. Bono and Judge (2003) maintain that the four traits have a conceptual similarity in some measure given that they all represent an element of the common core. In this regard, an employee with high scores on core self-evaluations has a combination of the aforementioned traits and is efficacious, optimistic, well-adjusted, self-assured, and has a belief in his/her agency. In essence, scoring higher on CSE measure shows a positive and broad self-regard. The core self-evaluations construct is associated with different relevant constructs at the workplace; for instance, numerous studies as cited by Kittinger, Walker, Cope, and Wuensch (2009) have established a relationship between job satisfaction and positive core self-evaluations. Other studies have established CSEs are associated with job performance, motivation, happiness, stress, leadership, life satisfaction, and goal commitment (Bono & Judge, 2003; Kittinger, Walker, Cope, & Wuensch, 2009; Judge, 2009). In their study, Zhou, Lu, Liu, Zhang, and Chen (2014) established that there was a positive relationship between CSEs and nurses’ organisational commitment; specifically, a higher level of CSEs results in a higher commitment amongst the employees. Therefore, Zhou, Lu, Liu, Zhang, and Chen (2014) suggest that managers must aggressively improve the CSEs of employees as well as advance their potential. As a result, the organisation could gain from these efforts in terms of increased revenue.
There is a negative correlation between CSEs and job burnout; that is, when the employees’ core self-evaluations is improved it results in reduced job burnout, improved self-esteem, self-efficacy, emotional stability, and locus of control.

The core self-evaluations are a crucial attribute for work behaviour since they are an important factor in the employee’s skill or ability. Bono and Judge (2003) argue that employees with positive self-evaluations could become more successful in overcoming barriers through utilisation of improved strategies for problem-solving at the workplace. Onyishi, Enwereuzor, Ituma, and Omenma (2015) posit that people who feel more positive with regard to their work or job-searching skills are more inclined to move from the preparatory skills to active skills. Therefore, CSEs are important because they contribute to people’s job behaviour given that it focuses on beliefs in one’s abilities in controlling one’s competence as well as one’s life to work, cope, endure, and succeed (Judge, 2009). Since CSEs have an effect on employees’ appraisals, the world, and those surrounding them, it has an effect on their work behaviour. Since people with high CSEs appraise themselves positively and consistently across circumstances and time, it makes a person with high CSE resilient to an extent that they cannot give up easily on the ostensible difficulties that they face at the workplace .

Conclusion

In conclusion, the essay has critically discussed the relationship between core self-evaluation and behaviour at work. The essay has offered substantial evidence that demonstrates the significance of CSEs’ influence on work behaviour such as job satisfaction, job satisfaction, employee motivations and organisational commitment. As mentioned in the essay, people with positive CSEs have a high level of job satisfaction and commitment, and can hardly give up in difficulties they face at work. Such employees normally search for situations that are rewarding and challenging with the objective of substantiating their self-worth which consequently leads to improved job satisfaction. Essentially, employees with positive CSEs are not just satisfied, but also happy with their life.

References

Bono, J. E., & Judge, T. A. (2003). Core Self-Evaluations: A Review of the Trait and its Role in Job Satisfaction and Job Performance. European Journal of Personality, 17, S5–S18.

Judge, T. A. (2009). Core Self-Evaluations and Work Success. Current Directions in Psychological Science, 18(1), 58-62.

Kittinger, J. D., Walker, A. G., Cope, J. G., & Wuensch, K. L. (2009). The Relationship between Core Self-Evaluations and Affective Commitment. ournal of Behavioral and Applied Management, 11(1), 68-92.

Onyishi, I., Enwereuzor, I. K., Ituma, A., & Omenma, J. T. (2015). The mediating role of perceived employability in the relationship between core selfevaluations and job search behaviour. Career Development International, 20(6), 604 — 626.

Robbins, S. P., & Judge, T. A. (2013). Organizational Behavior (7th ed.). Upper Saddle River, New Jersey: Pearson Education, Inc.,.

Zhou, Y., Lu, J., Liu, X., Zhang, P., & Chen, W. (2014). Effects of Core Self-Evaluations on the Job Burnout of Nurses: The Mediator of Organizational Commitment. PLOS ONE, 9(4), 1-4.