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The mitigating effects of core self-evaluations in uncertain environments

Jeffrey J. Haynie (Department of Management, Nicholls State University, Thibodaux, Louisiana, USA)
Stanley G Harris (Department of Deans and Administration, Auburn University, Auburn, Alabama, USA)
Christopher Brian Flynn (Department of Management, University of North Florida, Jacksonville, Florida, USA)

Leadership & Organization Development Journal

ISSN: 0143-7739

Article publication date: 4 April 2016

604

Abstract

Purpose

The purpose of this paper is to examine the impact of core self-evaluations (CSE) and change uncertainty on job satisfaction and turnover intentions within the context of an organizational change. Because individuals high in CSE are expected to be able to cope better with uncertainty, the authors also tested the mitigating effect of CSE on the change uncertainty-attitude relationships.

Design/methodology/approach

Surveys were completed and returned by 398 employees in the midst of a merger containing measures of CSE, change uncertainty, job satisfaction, and turnover intentions. The survey was voluntary and administered cross-sectionally.

Findings

Change uncertainty was found to negatively influence job satisfaction and positively influence turnover intentions. Additionally, CSE positively impacted job satisfaction and negatively impacted turnover intentions. High CSE was also found to minimize the negative impact of examined change uncertainty-job attitude relationships.

Research limitations/implications

The research has implications for the role of CSE in attitude formation within a change context and adds to existing literature supporting the detrimental effects of change uncertainty on job attitudes. Also, the study provided evidence of how CSE interacts with change uncertainty reducing the detrimental impact on job attitudes. Future research should continue to examine the role of CSE in the way employees react to other change-related stressors.

Originality/value

The relationships among change uncertainty, CSE, and job attitudes were explored through a theoretical lens and tested empirically using employees in the midst of an organizational change.

Keywords

Acknowledgements

The authors wish to thank Dr Achilles A. Armenakis for his helpful comments on an earlier draft of this manuscript.

Citation

Haynie, J.J., Harris, S.G. and Flynn, C.B. (2016), "The mitigating effects of core self-evaluations in uncertain environments", Leadership & Organization Development Journal, Vol. 37 No. 2, pp. 226-240. https://doi.org/10.1108/LODJ-05-2014-0098

Publisher

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Emerald Group Publishing Limited

Copyright © 2016, Emerald Group Publishing Limited

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