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Proactive personality and early employment outcomes: The mediating role of career planning and the moderator role of core self-evaluations
Valls, V., González-Romá, V., Hernández, A. & Rocabert, E. (2020) Proactive personality and early employment outcomes: The mediating role of career planning and the moderator role of core self-evaluations. Journal of Vocational Behavior, Volume 119.
(2020). ArticleThis study examines the relationship between university graduates' proactive personality and two early employment outcomes (i.e., employment status and perceived overqualification). Specifically, we propose two moderated mediation models, one for each employment outcome, with career planning as a mediator and core self-evaluations as a moderator in the proactive personality-employment outcomes link. The study sample consisted of 315 graduates, and a time-lagged design with two data-collection points was implemented. When the outcome was employment status, contrary to our expectations, the indirect effect of proactive personality via career planning was not moderated by core...
This study examines the relationship between university graduates' proactive personality and two early employment outcomes (i.e., employment status and perceived overqualification). Specifically, we propose two moderated mediation models, one for each employment outcome, with career planning as a mediator and core self-evaluations as a moderator in the proactive personality-employment outcomes link. The study sample consisted of 315 graduates, and a time-lagged design with two data-collection points was implemented. When the outcome was employment status, contrary to our expectations, the indirect effect of proactive personality via career planning was not moderated by core self-evaluations. However, when the outcome was perceived overqualification, the results showed that core self-evaluations moderated the negative indirect effect of proactive personality on perceived overqualification via career planning. Specifically, the relationship was stronger when core self-evaluations were low than when they were high, reinforcing concerns in the literature about the costs of high core self-evaluations. We discuss implications for theory and research on proactive career self-management.
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The non‐linear influence of the frequency of interactions between team managers and team members on positive team mood: a moderated model
Hernández, A., González-Romá, V. & Oltra (2020). The non‐linear influence of the frequency of interactions between team managers and team members on positive team mood: a moderated model. Journal of Organizational and Occupational Psychology.
(2020). ArticleBased on contradictory arguments about whether the frequency of the interactions between team managers and the teams they manage is positive or negative for teams, we hypothesize a curvilinear relationship. Focusing on positive team mood and based on the leadership literature and the conservation of resources theory, we hypothesize an inverted‐U‐shaped relationship. In addition, adding arguments from the substitutes for leadership theory, we propose that this curvilinear relationship is moderated by team potency and tenure. Hypotheses were tested using panel data collected in a sample of 55 work teams by means of hierarchical non‐lineal regression. Results show that, as expected, the...
Based on contradictory arguments about whether the frequency of the interactions between team managers and the teams they manage is positive or negative for teams, we hypothesize a curvilinear relationship. Focusing on positive team mood and based on the leadership literature and the conservation of resources theory, we hypothesize an inverted‐U‐shaped relationship. In addition, adding arguments from the substitutes for leadership theory, we propose that this curvilinear relationship is moderated by team potency and tenure. Hypotheses were tested using panel data collected in a sample of 55 work teams by means of hierarchical non‐lineal regression. Results show that, as expected, the relationship between the frequency of the interactions and positive team mood was curvilinear and moderated by team potency and team tenure. As expected, the curve became increasingly convex downward as team tenure increased. However, for team potency, the results were contrary to what was expected. The results have important implications for planning the frequency of managers’ interactions with their teams, and they indicate the importance of considering team tenure and potency as contextual moderators.
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Journal of Happiness Studies
Silla, I., De Cuyper, N., Gracia, F. J., Peiró, J. M., & De Witte, H.
(2008). ArticleVolume 10, Issue 6, pp 739-751.
DOI: 10.1007/s10902-008-9119-0
