Impact of Employees Core Self-Evaluations on Employee Engagement: Moderating Role of Organizational Culture

Abstract

Core self-evaluations have predictive value for crucial work outcomes. However, less attention is given to examine the relationship between employee core self evaluations and employee engagement. Based on trait activation theory present study propose a research framework that examines the relationship of employee core self evaluations with employee engagement accompanied by organizational culture as a moderator. It was assumed that employees core self evaluation traits significantly interacts with their perception about the organizational culture and produce valuable work outcome like employee engagement.  Confirmatory factor analysis was performed to demonstrate validity and reliability of proposed model and structural equation modeling was used to examine hypothesized model. The proposed model was supported empirically by data collected from 537 employees working in different branches of Pakistan Telecommunication Company limited (PTCL). The result indicated core self evaluations of employees as predictor of their engagement levels, also innovative and supportive organizational culture were found to have positive moderating effect on the relationship of employee core self evaluations with employee engagement.