Vol. 28 No. 1 (2025)
Articles

MANAGERS AND EMPLOYEES JOB PERFORMANCE: EFFECTS OF CORE SELF-EVALUATIONS AND ROLE CLARITY

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  • Dimitar Genov,
  • Ergyul Tair
DOI: https://doi.org/10.7546/PsyRB.2025.28.01.07

Published 07/21/2025

Keywords

  • job performance,
  • role clarity,
  • core self-evaluations,
  • employees,
  • managers

How to Cite

Genov, D., & Tair, E. (2025). MANAGERS AND EMPLOYEES JOB PERFORMANCE: EFFECTS OF CORE SELF-EVALUATIONS AND ROLE CLARITY. Psychological Research (in the Balkans), 28(1). https://doi.org/10.7546/PsyRB.2025.28.01.07

Copyright (c) 2025 Psychological Research (in the Balkans)

Creative Commons License

This work is licensed under a Creative Commons Attribution 4.0 International License.

Abstract

Job performance plays a crucial role in achieving organizational outcomes, making the identification of its antecedents a central focus of work and organizational psychology research. This study investigates the effects of core self-evaluations and role clarity on job performance of Bulgarian employees from different organization. The sample included 778 participants aged 19 to 70 (M=41.25; SD=8), consisting of 487 employees and 285 managers.
The following instruments were used:
- Job Performance Questionnaire (adapted from Soane et al., 2012)
- Core Self-Evaluations Scale (Judge et al., 2003)
- Role Clarity Scale (developed from items in the DPQ, COPSOQII, and MOAQ)
The reliability of the instruments, verified by Crombach‘s alpha coefficient, is completely acceptable and ranges from .79 to .86. The results of the analysis of variance presented significant differences in job performance (t(770)=5.16, p=.000) and core self-evaluations (t(770)=4.63, p=.000), both higher in managers. Correlation analysis showed weak to moderate positive relationships among all variables, with stronger correlations between core self-evaluations and job performance than role clarity for both groups. Regression analysis showed that core self-evaluations had the strongest effects on job performance, explaining 17% of the variance in employees (β(2, 484)=.38, p=.000) and 16% in managers (β(2, 282)=.34, p=.000). Role clarity also had a statistically significant, though smaller, effect on job performance, con- tributing slightly more for managers (β(2, 282)=.17, p=.005) than for employees (β(1, 484)=.10, p=.027). The results obtained provide grounds for continuing research in the future to clarify the role of core self-evaluations, job engagements and role clarity on employees and managers job performance.

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