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

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  • 1Department of Management and Organization, Faculty of Economics and Business Administration, Vrije Universiteit Amsterdam, Amsterdam, The Netherlands.

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Summary
This summary is machine-generated.

Core self-evaluations (CSE) predict work engagement through job crafting and career competencies. This study reveals action and development paths, not just perceptions, explaining how CSE influences employee engagement.

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Area of Science:

  • Organizational Psychology
  • Work and Organizational Psychology

Background:

  • Core self-evaluations (CSE) are linked to job satisfaction and performance.
  • Mechanisms explaining the CSE-work engagement link are not well understood.

Purpose of the Study:

  • To propose and test mediating paths for the relationship between CSE and work engagement.
  • To investigate perception, action, and development pathways.

Main Methods:

  • Two independent samples of employees from Germany (N=303) and The Netherlands (N=404).
  • Examined mediating roles of job characteristics, job crafting, and career competencies.
  • Utilized theoretical frameworks of approach/avoidance motivation and Job Demands-Resources theory.

Main Results:

  • The perception path (autonomy, social support) played a minor role.
  • Job crafting (action path) significantly mediated the CSE-work engagement relationship in both samples.
  • Career competencies (development path) mediated the relationship in one sample.

Conclusions:

  • Action and development paths provide significant explanations for how CSE relates to work engagement.
  • CSE influences work engagement by triggering employee actions and developmental strategies, beyond just perceptions.