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Investigating the influences of core self‐evaluations, job autonomy, and intrinsic motivation on in‐role job performance
Author(s) -
Joo BaekKyoo Brian,
Jeung ChangWook,
Yoon Hea Jun
Publication year - 2010
Publication title -
human resource development quarterly
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.756
H-Index - 65
eISSN - 1532-1096
pISSN - 1044-8004
DOI - 10.1002/hrdq.20053
Subject(s) - core self evaluations , psychology , coaching , job attitude , job performance , autonomy , job design , job satisfaction , personnel psychology , job analysis , contextual performance , intrinsic motivation , social psychology , job rotation , perception , applied psychology , core (optical fiber) , computer science , telecommunications , neuroscience , political science , law , psychotherapist
This study investigates the effects of core self‐evaluations, job autonomy, and intrinsic motivation on employees' perceptions of their in‐role job performance, based on a cross‐sectional survey of 283 employees in a Fortune Global 100 company in Korea. The results suggest that employees perceived higher in‐role job performance when they had higher core self‐evaluations and intrinsic motivation. Intrinsic motivation partially mediated the relationship between core self‐evaluations and job performance, and it also fully mediated the relationship from job autonomy to job performance. Thus, to increase motivation and job performance, managers and HRD professionals need to create an integrated strategy incorporating enhancement of selection methods, elements of job redesign, and interpersonal developmental practices such as coaching and mentoring.