The Interactive Effect of Core Self-Evaluations and Perceived Organizational Support in Predicting Work Engagement
Master of Science (MS)
core self-evaluations, perceived organizational support, work engagement
Given that work engagement has been shown to be related to positive individual and organizational outcomes, researchers have examined factors that predict work engagement. Personal resources and job resources are two factors that previous research has found to predict work engagement. The purpose of this study was to examine core self-evaluations (personal resource) and their interaction with perceived organizational support (job resource) on predicting working engagement. A total of 155 participants in a variety of job industries participated in an online survey. The study examined the direct effect of core self-evaluations in predicting work engagement as well as the interaction between core self-evaluations and perceived organizational support in predicting work engagement. In support of the first hypothesis, core self-evaluations were found to predict work engagement. However, no interaction effects of core self-evaluations and perceived organizational support in predicting work engagement were found. Perceived organizational support was found to strongly and directly predict work engagement above and beyond core self-evaluations. These findings suggest that in order to increase employee engagement, organizations should try to maximize core self-evaluations and perceived organizational support. Two ways that this can be achieved are through selection methods and providing mentors to new hires.
Araya, Martin Andres, "The Interactive Effect of Core Self-Evaluations and Perceived Organizational Support in Predicting Work Engagement" (2015). Master's Theses. 4620.