Self-Evaluations and Organisational Citizenship Behaviour

Self-Evaluations and Organisational Citizenship BehaviourBackground and RationaleThe current research is aimed at identifying whether there is a relationship between an individuals core self-evaluations and their organisational citizenship behaviour. Core-self evaluations ar defined as a personality trait that reflects how an individual views themselves. For example, people who have high core self-evaluations think overbearingly of themselves and atomic number 18 confident in their own abilities. Organisational citizenship behaviour is a term that encompasses anything positive and constructive that employees do, of their own choice, which supports co-workers and benefits the company such(prenominal) as going the extra mile. Over alone, this research is aimed at finding out whether core self-evaluations directly affect organisational citizenship behaviours or whether core self-evaluations affect an individuals level of seam satisfaction and organisational commitment, which in inc line affect their organisational citizenship behaviours. Being able to identify factors that affect organisational citizenship behaviour is beneficial to organisations, as they can use this information in both the selection and study of their employees. The literature relating to each design will be discussed.Core self-evaluationsThe concept of core self-evaluations (CSE) was introduced by Judge, Locke Durham (1997). They describe it as a broad concept representing the fundamental evaluations that people make about themselves and their functioning in their environment.In other words, it is a personality trait that reflects the extent to which an individual views themselves. CSE combines four, traditionally assort and distinct, personality traits self-esteem, general self-efficacy, emotional stability, and locus of control. This self-assessment reflects who the individual is and how the individual perceives themselves (Judge, Locke Durham, 1997). For example, individuals with a po sitive core self-evaluation perceive themselves in a positive way unheeding of the situation. They would be likely to see themselves as capable, worthy, and in control of their lives. However, individuals with a negative core self-evaluation would see themselves as less worthy than others, dwell on their failures, and see themselves as victims of their environment (Judge, Locke, Durham Kluger, 1998).Previous research on CSE have found that individuals with high levels of CSE have a variety of positive outcomes such as higher levels of subjective well-being (Judge, Erez, Thoresen, Bono, 2002), traffic satisfaction (Judge Bono, 2001), job fulfilance (Erez Judge, 2001), engagement (Rich, LePine, Crawford, 2010), and popularity (Scott Judge, 2009). They likewise report lower levels of stress and conflict, cope more effectively with setbacks, and better capitalise on advantages and opportunities (Erez Judge, 2001).Core self-evaluations and Job attitudesThere is evidence to su ggest that there is a relationship between core self-evaluations and job attitudes. In this case job attitudes incorporates both job satisfaction and organisational commitment. The relationship between core self-evaluations and job satisfaction has been researched by various authors in which a consistent and significant relationship has been found (Judge, Locke Durham, 1997Judge, Locke, Durham, Kluger, 1998 Bono Judge, 2003 Dormann, Fay, Zapf Frese, 2006). Furthermore, Stumpp, Hlsheger, Muck Maier (2009) looked at the relationship between core self-evaluations and found that core self-evaluations were related to both job satisfaction and organisational commitment.Organisational Citizenship BehavioursOrganisational citizenship behaviours (OCBs) are voluntary employee behaviours that are not formally reinforcered by the organisation, but contribute to either the success of the whole organisation or to the well-being of other employees (Borman Motowidlo, 1993). Examples of OCBs i nclude assistanting co-workers with their work, helping new members of the organisation, talking favourably about the organisation to outsiders, and attending non-mandatory functions that help the organisations image (Lee Allen, 2002). Research on OCBs have shown that they are important as they contribute significantly to both individual level (Rotundo Sackett, 2002) and organisational-level performance outcomes (Podsakoff, Whiting, Podsakoff, Blume, 2009).Organisational Citizenship Behaviours and Job attitudesThere has been a relatively large amount of research into the main effects of job attitudes on OCBs. Various meta-analyses have found that job satisfaction and organisational commitment are all positively related to OCBs (Dalal, 2005LePine, Erez, Johnson, 2002Organ Ryan, 1995). Furthermore, job attitudes have been conceptually linked with OCBs (Bowling, Wang Li, 2011). It is thought that that the principle of reciprocity (Cialdini, 2001Gouldner, 1960) and social excha nge theory (Cropanzano, Howes, Grandey, Toth, 1997) can divine a positive relationship between job attitudes and OCBs. For example, employees who have positive job attitudes, such as high job satisfaction, are expected to reward their organisations for giving them a good job environment, by engaging in OCBs (Dalal, 2005LePine etal., 2002Organ Ryan, 1995).The current study is interested in testing whether core self-evaluations moderates the effects of job attitudes on OCBs. As research has suggested that positive self-concept contributes to ones general level of initiative and self-confidence (Baumeister, Campbell, Krueger, Vohs, 2003), job attitudes may therefore be more strongly related to OCBs for employees who have positive core self-evaluations (CSE).Core self-evaluations and Organisational Citizenship BehavioursAlthough scarcely examined in previous research, CSEs are expected to be positively related to OCBs. The rationale throne this is that positive self-concept contri butes to an individuals general level of initiative and beliefs about their general level of competence (Baumeister etal., 2003). Therefore, engaging in current OCBs requires the individual to discipline social interaction and to be confident about their level of interpersonal competence (Bowling, Wang Li, 2011). For example, offering help to a struggling co-worker or volunteering to assist a new employee. Individuals with a positive CSE are more likely to engage in OCBs that incorporate high levels of social interaction for two reasons they do not fear social rejection and they know that they are socially competent. Other types of OCB require the individual to be confident about their beliefs and have the drive to detain those beliefs (Bowling, Wang Li, 2011). These OCBs may include defending the organisation when others criticise it, communicating ideas to help improve the organisation, or showing loyalty to the organisation. Again, individuals with a positive CSE are more li kely to engage in OCBs that require this form of initiative, because they are more likely to have a high level of self-confidence. Therefore, a certain level of initiative and self-confidence may be required to perform most OCBs.Reasons for ResearchThe current study will expand on the animate CSE literature in two ways. Firstly, it will examine the relationship between CSE and OCBs. To date, few studies have identified whether CSE affects OCBs. There is a clear conceptual posterior to expect that CSE will be positively related to OCBs as many OCBs require personal initiative and self-confidence, both of which are enhanced by positive self-evaluations (Baumeister, Campbell, Krueger, Vohs, 2003). Furthermore, the constituent traits of CSE have been linked with OCBs. For example, self-esteem (Bowling, Eschleman, Wang, Kirkendall, Alarcon, 2010), internal locus of control (OBrien Allen, 2008) and emotional stability (Small Diefendorff, 2006) are all positively related to OCBs. It w ill also examine whether there is an interaction between CSE and overall job attitude (job satisfaction and organisational commitment) and test whether this moderates the CSEOCB relationship.The current research seeks to examine whether individuals with high core self-evaluations perform more organisational citizenship behaviours or whether there are moderating effects of job satisfaction and organisational commitment