Core self-evaluation (CSE) refers to fundamental appraisals that people make of their own self-worth, competence, and capabilities (Judge, Erez, Bono, & Thoresen, 2003). Since the introduction of CSE, it has attracted a large... [ view full abstract ]
Core self-evaluation (CSE) refers to fundamental appraisals that people make of their own self-worth, competence, and capabilities (Judge, Erez, Bono, & Thoresen, 2003). Since the introduction of CSE, it has attracted a large volume of investigation on the linkages between CSE and a variety of phenomena, such as job satisfaction, life satisfaction, task performance, goal attainment, engagement, and etc. While researchers have acknowledged the importance to assess the contingent boundaries of these linkages, there are limited studies have address this issue. In a review paper, within the 149 studies identified by Chang, Ferris, Johnson, Rosen, and Tan (2012), there are only 13 studies offering the evidence that CSE interacts with other variables to predict outcomes. These factors generally include stressor variables, personal characteristics, and job characteristics. Thus, this study aims to contribute to this line of inquiry by two ways:
Firstly, while numerous outcomes associated with CSE have been well documented in the literature, growth satisfaction for middle managers is particularly interesting and has not been addressed. Growth satisfaction refers to the extent to which an individual is satisfying with the opportunities provided for personal learning and growth at work (Hackman & Oldham, 1980). Located above the front-line workforce and below the top-level executives in an organizational hierarchical chart (Dutton & Ashford, 1993), middle managers often need to respond to deduced and autonomous strategic request (Burgelman, 2002; Taylor & Helfat, 2009) and play a role in implementing dedicated strategic plan and championing alternative initiatives (Floyd & Lane, 2000). This diversified work expectation and imperative provides middle managers with potential opportunities for learning and development, which is even more valuable for their career/promotion progression. Thus growth satisfaction is particularly relevant for middle managers. This study will first access the relationship between middle managers’ CSE and their growth satisfaction.
Secondly, in respond to the research call on the contingent considerations on effects of CSE (Chang et al., 2012), this study continues to assess the moderating effects of organization context on the relationship between CSE and growth satisfaction. Organization context includes the systems, processes, and beliefs that shape individual-level behaviours in an organization (Burgelman, 1983a, b; Ghoshal & Bartlett, 1994; Gibson & Birkinshaw, 2004). In specific, following previous theorization, this study will examine both the “hard” and “soft” elements of organization context. Gibson and Birkinshaw (2004) summarised that the “hard” part (performance management context) of organization context stands for the structural context and refers to the establishment of administrative mechanisms, which emphasizes on the relative tangible systems and processes such as incentive or career management systems; while the “soft” part (social context) of organization context speaks of the organization culture and captures the underlying belief systems and values of individuals in an organization. Thus this study will assess the moderating effects of both performance management context (hard element) and social context (soft element) on the relationship between managers’ CSE and growth satisfaction.
This study tests three hypotheses using a two round survey of 181 middle managers. The first round of data was collected in 2013 and the second round of data was collected in 2015. The results indicate that CSE is positively related with middle managers’ growth satisfaction. For the moderation effect, performance management context negatively moderates the association between CSE and growth satisfaction, whilst social context does not demonstrate a significant moderating effect. These results, while providing general support for our predictions, reveal new insights into the CSE literature.
