title: Core self-evaluations and job performance: the role of the perceived work environment.
abstract: Using trait activation theory as a framework, the authors examined the moderating role of two situational variables-perceptions of organizational politics and perceptions of leader effectiveness-on the relationship between core self-evaluations and job performance. Results from two samples (N = 137 and N = 226) indicate that employee perceptions of their work environment moderated the relationship between their core self-evaluations and supervisor ratings of their performance. In particular, those with higher core self-evaluations received higher performance ratings in environments perceived as favorable than in environments perceived as unfavorable.
authors.affiliation: Department of Management and Marketing, University of Alabama, Tuscaloosa, AL 35487-0225, USA. mkacmar@cba.ua.edu
authors.forename: K Michele
authors.initials: KM
authors.lastname: Kacmar
authors.forename: Brian J
authors.initials: BJ
authors.lastname: Collins
authors.forename: Kenneth J
authors.initials: KJ
authors.lastname: Harris
authors.forename: Timothy A
authors.initials: TA
authors.lastname: Judge
mesh_terms: D001290:Attitude; D004650:Employee Performance Appraisal; D005260:Female; D006801:Humans; D007398:Interpersonal Relations; D007857:Leadership; D008297:Male; D008875:Middle Aged; D015279:Organizational Culture; D012044:Regression Analysis; D012647:Self-Assessment; D017132:Workplace / Q000523:psychology*