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Summary In 1997, Judge, Locke, and Durham published the core self-evaluations (CSE) theory proposing that a multidimensional CSE construct, composed of emotional stability, self-esteem, locus of control, and generalized self-efficacy, accounts for individual differences in job satisfaction as well as in other organizational behavior outcomes. In this article, I argue that, despite ample evidence in support of the predictive validity of the CSE construct, the adequacy of including emotional stability, self-esteem, locus of control, and generalized self-efficacy as indicators of the CSE construct may be questionable, and I review evidence that points to limited convergent and discriminant validity of the CSE construct. I conclude the article with a few recommendations for advancing CSE theory and research. Copyright © 2011 John Wiley & Sons, Ltd.

Drawing on emerging multilevel theorizing in human resources management, we tested a multilevel model of high-performance work systems (HPWS), using data obtained from 324 managers and 522 employees in 76 Japanese establishments. Results from cross-level analyses indicated that the relationships between establishment-level HPWS and employee job satisfaction and affective commitment were fully mediated by establishment-level concern for employees climate. These results shed new light on the mechanisms through which HPWS impacts employee outcomes and serve to bridge between macro and micro perspectives of human resource management. The research and practice implications of the findings are discussed.

The purpose of this multilevel study was to test whether regulatory focus mechanisms (promotion focus and prevention focus; Higgins, 1997, American Psychologist, 52, 1280–1300; Higgins, 2000, American Psychologist, 55, 1217–1230) can help explain how group safety climate and individual differences in Conscientiousness relate to individual productivity and safety performance. Results, based on a sample of 254 employees from 50 work groups, showed that safety climate and conscientiousness predicted promotion and prevention regulatory focus, which in turn mediated the relationships of safety climate and Conscientiousness with supervisor ratings of productivity and safety performance. Implications for theory and research on climate, motivation, and performance and avenues for future research are discussed.

Two studies were conducted to develop and validate a work-specific measure of cognitive failure, the Workplace cognitive failure scale (WCFS). In initial item development, content validity was gained via sorting. In StudyI, data were obtained from an employee sample that supported the factorial, construct, and criterion-related validity of the WCFS. In particular, results supported the expected relationships of workplace cognitive failure with facets of personality, role overload, components of self-regulation, and self-reported measures of safety outcomes. Study 2 examined the WCFS in two additional employee samples, and provided further criterion-related validity using objective measures of injury and supervisor ratings of safety behaviour. Overall, results supported the validity and utility of the new measure in assessing organizational safety behaviour and outcomes, more so than the general cognitive . failure scale.

Les auteurs ont decrit et mis a l’epreuve les liens supposes exister entre les differences individuelles (les auto-evaluations specifiques au travail et generales), les variables contextuelles (les croyances relatives au controle des tâches) et trois attitudes professionnelles (la satisfaction relative a l’emploi, l’engagement organisationnel et l’implication liee au poste). Les resultats tires d’une investigation portant sur 159 salaries des services de sante montrent que les auto-evaluations, en particulier l’estime de soi liee a l’organisation, predisent fortement les attitudes professionnelles. En outre, les auto-evaluations specifiques au travail permettent d’expliquer pourquoi et comment les auto-evaluations generales et les croyances relatives au controle des tâches sont reliees aux attitudes professionnelles. En derniere analyse, les correlations entre les auto-evaluations generales et l’estime de soi liee a l’organisation etaient modulees par les croyances relatives au controle des tâches. On reflechit a ce que ces resultats peuvent apporter a la theorie et a la pratique organisationnelles. Et des pistes pour de futures recherches sont suggerees. The authors delineated and tested the relationships among individual differences (general and work-specific self-evaluations), contextual variables (work-related control beliefs), and three job attitudes (job satisfaction, organisational commitment, and job involvement). Results from a study of 159 healthcare employees found that work-specific self-evaluations, particularly organisation-based self-esteem, strongly predicted job attitudes. Moreover, work-specific self-evaluations helped explain why and how general self-evaluations and work-related control beliefs relate to job attitudes. Finally, the correlations between general self-evaluations and organisation-based self-esteem were moderated by work-related control beliefs. Contributions to organisational theory and practice, as well as suggestions for future research are discussed.

To test whether general self-efficacy and self-esteem relate differently to motivational and affective constructs, we collected data from samples in academic and work settings. Results suggest that general self-efficacy is more highly related to motivational variables than is self-esteem, whereas self-esteem is more highly related to affective variables than is general self-efficacy, as hypothesized. Furthermore, results support the notion that motivational and affective states differentially mediate the relationships of general self-efficacy and self-esteem with task performance. These results confirm the theoretical distinction between general self-efficacy and self-esteem and suggest that failure to distinguish between them might exact a price in terms of precision, validity, and understanding of determinants of performance. Implications for research and practice in organizations are discussed. Copyright © 2004 John Wiley & Sons, Ltd.