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| title | chunk | source | category | tags | date_saved | instance |
|---|---|---|---|---|---|---|
| Core self-evaluations | 4/6 | https://en.wikipedia.org/wiki/Core_self-evaluations | reference | science, encyclopedia | 2026-05-05T13:44:07.989881+00:00 | kb-cron |
==== Role of goal congruence ==== Goal congruence also plays a role in influencing the relationship between one's core self-evaluations and the satisfaction one has with one's job. The theory behind goal congruence argues that people who choose self-concordant (i.e., congruent) goals will be happier with the goals they pursue, be more likely to put in effort towards achieving these goals, and, consequently, will be more likely to attain their goals. Self-concordant goals include goals that focus on intrinsic factors. For example, a person pursuing a self-concordant goal will choose a goal that they feel is personally important, and that they will enjoy. Social goals can be linked to helping individuals create reasonable job satisfaction. Good social goals such as accessible location, good support, good well-being, good rewards, convenience, and equipped resources are linked to increased job satisfaction. An increased satisfaction from the individual can be linked to further productivity for an organisation. On the other hand, goals that are non-self-concordant will focus on more external factors. A person who chooses a non-self-concordant goal will focus on avoiding negative emotions (e.g., anxiety or guilt), satisfying someone else's wishes, or on external rewards, like money. Judge, Bono, Erez, and Locke (2005) found that goal congruence, or choosing self-concordant goals, partially mediates the relationship between core self-evaluations and job satisfaction. The authors explain that individuals with positive self-regard (i.e. high core self-evaluations) believe themselves to be capable and competent and will be less likely to be affected by external factors; thus, they will be more likely to choose self-concordant goals, which will lead to higher satisfaction. On the other hand, individuals with negative self- regard will be susceptible to external factors like anxiety and guilt. These people will be more likely to pursue non-self-concordant goals and will report lower job satisfaction.
=== Job performance === Job performance is another consistent and important outcome of core-self evaluations. Many theories have developed regarding how the CSE trait is related to job performance; the most popular of these theories argues that people with high core self-evaluations will be more motivated to perform well because they are confident they have the ability to do so. Another theory suggests that the link between core self-evaluations and performance can be attributed to supervisors enjoying the positivity of high CSE individuals and, thus, rating them highly on performance measures. Lastly, literature has argued that high CSE could be an ability factor. This last theory stems from intuitions made about core self-evaluations from previous connections found in the literature. For example, literature has connected the construct of positive self-concept, an idea similar to core self-evaluations, to the ability to cope well with organizational change. Furthermore, individual core self-evaluation traits like emotional stability have been linked to job performance in team settings (Mount, Barrick, & Stewart, 1995 as cited in). Finally, it is suggested that those with a positive self-concept will be likely to perform well in customer service settings due to their positive emotional displays. These findings support the possibility that high core self-evaluations could indicate a person who has the ability to cope well with organizational change, to work well in groups, and to display positive emotions, all of which contribute to better performance.
==== Role of motivation ==== Despite the variety of theories, motivation is generally the most accepted mediator of the core self-evaluations and job performance relationship. Previous literature suggests that those with negative self-appraisals (low CSE) will see a difficult task and determine that it is beyond their capabilities or out of their control, thus unmanageable. This will lead to low motivation and, consequently, poor performance. High CSE individuals, on the other hand, will be highly motivated to complete challenging tasks because they believe they have the ability and control to complete the tasks successfully. Consequently, high CSE individuals with high motivation will be more likely to perform better in their jobs than low CSE individuals.
=== Life satisfaction === A majority of the literature that examines core self-evaluations and job satisfaction also examines how both of these constructs relate to a person's overall life satisfaction. Consistently, it has been found that people with high core self-evaluations are more likely to be satisfied with their jobs and with their lives in general than those who have low core self-evaluations.
=== Job stress === Individuals who appraise themselves positively (i.e., have high core self-evaluations) are more likely to cope actively with job stress situations. They are more likely to try to alter the situation than to let the stress affect them. In other words, high CSE individuals will perceive less job stress than low core self-evaluation individuals.
=== Job burnout === Job burnout stems from stress at work. A person suffering from burnout is exhausted, cynical, and lacks motivation. Similar to job stress, job burnout has also been related to the core self-evaluations construct. Individuals with low core self-evaluations will consistently feel that they are unable to handle work tasks because they lack the ability or control. For this reason, those with low core self-evaluations will be more susceptible to job burnout than those with high core self-evaluations, who appraise themselves positively and have confidence in their ability to manage the situation. This is particularly important because of job burnout's consistent relationship with voluntary turnover behavior (e.g., individuals choosing to leave the job), which is very costly for all organizations.