Can core self-evaluations promote employee strengths use?

Abstract

This study attempted to explore the impact of core self-evaluations (CSE) on employee strengths use, as well as the moderating effect of perceived organisational support for strengths use (POS for strengths use) on the relationship. We hypothesised and tested a moderated conceptual model drawing on a three-wave employee-level survey involving 189 employees of Chinese firms (females = 44.4%; managers = 43.9%; aged between 23 and 30 years old = 53.4%; organisational tenure between 2 and 8 years = 52.9%). The results showed that CSE had a positive influence on employee strengths use and POS for strengths use augmented the impact of CSE on employee strengths use. Specifically, when POS for strengths use was high, CSE were more positively related to strengths use behaviour. However, when POS for strengths use was low, CSE could not significantly affect strengths use behaviour. Employer organisations should seek to support employees high in CSE with strengths-based human resource practices to maximise deployment of their strengths.

Keywords:

• core self-evaluations
• employee strengths use
• moderation effect
• perceived organisational support for strengths use

Acknowledgments

The authors declare no conflict of interest. There were no funds for the current study. The authors are grateful to the employees who participated in this study.