<p>Core self-evaluation (CSE) begreppet har i tidigare studier visat sig predicera prestation i arbetssammanhang. Antaganden har gjorts om att även andra personlighetsdrag borde ingå i detta begrepp för att ytterligare förstärka dess prediktionsförmåga. Det har dock ännu inte klarlagts exakt vilka personlighetsdrag detta skulle gälla. Tidigare forskning har föreslagit extraversion som en förstärkning av CSE-modellen. Hypotesen i föreliggande undersökning var att CSE är en prediktor för prestation, samt att extraversion förklarar varians i prestation utöver CSE och därmed stärker modellen. Vidare förutsätts motivation som visat sig vara en direkt prediktor för prestation, men även visat sig mediera samband mellan personlighetsdrag och prestation förklara varians i prestation utöver CSE och extraversion. En enkätundersökning med 80 deltagare genomfördes på ett privat svenskt företag i partihandelsbranschen. Resultaten visade att CSE predicerade prestation med en förklarad varians på 21 %. Denna ökade med 11 % när extraversion inkluderades, och motivation bidrog med ytterligare 10 %. Studiens resultat styrker därmed att personlighetsdraget extraversion borde ingå i CSE-modellen inom forskningen av arbetsprestation.</p>

Core self-evaluation (CSE) begreppet har i tidigare studier visat sig predicera prestation i arbetssammanhang. Antaganden har gjorts om att även andra personlighetsdrag borde ingå i detta begrepp för att ytterligare förstärka dess prediktionsförmåga. Det har dock ännu inte klarlagts exakt vilka personlighetsdrag detta skulle gälla. Tidigare forskning har föreslagit extraversion som en förstärkning av CSE-modellen. Hypotesen i föreliggande undersökning var att CSE är en prediktor för prestation, samt att extraversion förklarar varians i prestation utöver CSE och därmed stärker modellen. Vidare förutsätts motivation som visat sig vara en direkt prediktor för prestation, men även visat sig mediera samband mellan personlighetsdrag och prestation förklara varians i prestation utöver CSE och extraversion. En enkätundersökning med 80 deltagare genomfördes på ett privat svenskt företag i partihandelsbranschen. Resultaten visade att CSE predicerade prestation med en förklarad varians på 21 %. Denna ökade med 11 % när extraversion inkluderades, och motivation bidrog med ytterligare 10 %. Studiens resultat styrker därmed att personlighetsdraget extraversion borde ingå i CSE-modellen inom forskningen av arbetsprestation.

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Master of Science / Department of Psychology / Patrick A. Knight / A structural equations model hypothesizing that individuals' core self-evaluations would significantly predict their preferences for various pay plan characteristics (e.g., high risk, variable pay, etc.) was tested. This hypothesis, which specified that individuals with higher levels of core self-evaluations would prefer pay plans that offered greater risk and less certainty regarding the amount of pay received, was supported. Furthermore, it was also hypothesized that congruence between an individual's preferred pay plan characteristics and the actual type of pay plan that he or she receives would result in higher levels of employee job satisfaction and pay satisfaction. This hypothesis was partially supported, as the relationship between congruence and job satisfaction was significant, while the relationship between congruence and pay satisfaction was not significant. Finally, it was hypothesized that the relationship between congruence and satisfaction would be moderated by the value that the individual places on money. This hypothesis was not supported. The results of this research indicate that personality characteristics may have a significant impact on the type of pay plan that an individual will prefer to receive. Furthermore, this research provides additional support for the belief that high levels of fit between the characteristics of individuals and the characteristics of the organizations for which they work will result in higher levels of employee satisfaction. Finally, the degree of importance that an individual places on money does not appear to alter the relationship between fit and satisfaction. These results have strong implications for businesses that wish to improve employee satisfaction and reduce employee turnover, as well as for individuals who are seeking occupations for which they will best be suited.

<p>Allt fler företag fördjupar sig i personalutveckling och arbetstillfredsställelse. Arbetstillfredsställelse har kopplats till begreppet ”core self-evaluation” (CSE), som bygger på fyra personlighetsdrag: generell self-efficacy, locus of control, neurotisism och självkänsla. Studien sökte svar på vilken inverkan CSE och bassjälvkänsla har på arbetstillfredsställelse samt om dessa variabler skiljer sig åt mellan yrkesgrupper. En enkätstudie med 103 respondenter i tre olika yrkesgrupper genomfördes i två städer i mellersta Sverige. Variablerna mättes med etablerade test för core self-evaluations, arbetstillfredsställelse och bassjälvkänsla. Den enda prediktorn för arbetstillfredsställelse visade sig vara bassjälvkänsla. Resultatet diskuteras bland annat utifrån M. Johnsons (1997) teori om bassjälvkänslans betydelse för individens grundtrygghet.</p>

Allt fler företag fördjupar sig i personalutveckling och arbetstillfredsställelse. Arbetstillfredsställelse har kopplats till begreppet ”core self-evaluation” (CSE), som bygger på fyra personlighetsdrag: generell self-efficacy, locus of control, neurotisism och självkänsla. Studien sökte svar på vilken inverkan CSE och bassjälvkänsla har på arbetstillfredsställelse samt om dessa variabler skiljer sig åt mellan yrkesgrupper. En enkätstudie med 103 respondenter i tre olika yrkesgrupper genomfördes i två städer i mellersta Sverige. Variablerna mättes med etablerade test för core self-evaluations, arbetstillfredsställelse och bassjälvkänsla. Den enda prediktorn för arbetstillfredsställelse visade sig vara bassjälvkänsla. Resultatet diskuteras bland annat utifrån M. Johnsons (1997) teori om bassjälvkänslans betydelse för individens grundtrygghet.

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Doctor of Philosophy / Department of Hospitality Management and Dietetics / Chihyung Ok / Employee engagement has received a great deal of attention in the last decade in the popular business press and among consulting firms and the practitioner community. They claim employee engagement is a new human resource practice that business organizations can use in order to cope with the uncertainty of turbulent industry conditions. However, in the academic community, the concept remains new, and therefore, the concept requires rigorous seminal studies to validate it. Given that practical interest in work engagement has outstripped the currently available research evidence, fundamental questions, like how it can be increased and how and why it benefits individuals and organizations, still require answers. Therefore, this study empirically tested relationships among antecedents and consequences of employee engagement in the hotel setting. In particular, this study provided theory-based empirical evidence regarding whether employee evaluations of self (i.e., core self-evaluations) and perceptions of organizational environment (i.e., psychological climate) affect employee engagement. This study also investigated how employee engagement directly and indirectly leads to intrinsic rewards, job satisfaction, personal attachment to an organization (i.e., organizational commitment), and the leader-member exchange relationship (LMX). In accordance with the purpose and objectives of the study, 11 hypotheses were proposed based on several theories: Kahn's three psychological conditions theory, job demands-resources model, social exchange theory, and conservation of resources theory. To test the hypotheses, data were collected from 394 hotel employees and managers in the United States. The proposed relationships were examined using hierarchical multiple regression and structural equation modeling. Results of hypothesis testing showed that core self-evaluations and three components of psychological climate (managerial support for service, interdepartmental service, and team communication) positively influence employee engagement. The results also revealed that employee engagement is positively associated with all the outcome variables. This study further demonstrated that LMX mediates the relationships of employee engagement with job satisfaction and organizational commitment; job satisfaction mediates the relationships between employee engagement and organizational commitment and between LMX and organizational commitment. Given that employee engagement is an important current issue for hospitality companies, the findings should provide the hotel industry with a more complete picture of how employee engagement is associated with its antecedents and outcomes. A discussion of managerial implications is included along with theoretical implications of the findings, an evaluation of research limitations, and directions for future research.

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本研究欲瞭解在模擬招募情境中，兩個薪資特徵-「變動薪資比例」 與「加薪型態」，分別對組織吸引力之影響，並探討此兩組關係中「風險 知覺」的中介效果與「性格變項（核心自我評價）」的調節效果。本研究 採2x2 受試者間之實驗設計，所操弄的二個獨變項為：1.變動薪資比例 （高、低）；2.加薪型態（高機率低加薪、低機率高加薪），依變項為整 體「組織吸引力」及其三個向度（組織正向情感、雇主評價、求職行動 意圖）。 本研究之受試者為139 位大學應屆畢業生，研究結果顯示：「變動薪 資比例」越高，受試者感受的「風險知覺」越高；但「加薪型態」與受 試者的「風險知覺」無顯著關係。當受試者的「風險知覺」較高時，其 組織正向情感、雇主評價則較低；然而，變動薪資比例、加薪型態與組 織吸引力無顯著關係。雖然核心自我評價並沒有調節「變動薪資比例」 或「加薪型態」與組織吸引力的關係；可是核心自我評價卻調節「風險 知覺」與整體組織吸引力與其二個子向度（組織正向情感、求職行動意 圖）的關係。 研究者分別就結果加以討論，提出可能的解釋，並說明本研究之限 制與貢獻。 / This paper presents an experimental investigation of the influences of type of variable pay ratio and type of pay increases on overall organizational attraction and its three dimensions: affection, intentions toward the company and company prestige. A 2x2 between subjects design was used. Two independent variables were types of variable pay ratio (high/ low) and types of pay increases (high probability, small pay increases/ low probability, large pay increases). The dependent variable was organizational attraction. Risk perception and core self-evaluation were mediating and moderating variable, respectively. The sample comprised 139 college students approaching graduation. The results demonstrated that higher variable pay ratio caused higher risk perception but type of pay increases did not. Higher risk perception caused lower affection, company prestige; however, type of variable pay ratio and type of pay increases did not. Core self-evaluation did not mediate the relationship between type of variable pay ratio and risk perception, but it mediated the relationship between risk perception and overall organizational attraction and its two of three dimensions (affection, intentions toward the company). Based on the results, alternative explanation, limits, and implications were discussed.