Impact of Employees Core Self-Evaluations on Employee Engagement: Moderating Role of Organizational Culture


  • Tahreem Baloch PhD Research Scholar, Department of Leadership and Management Studies, National Defence University, Islamabad, Pakistan
  • Muhammadi Sabra Nadeem Assistant Professor, Faculty of Management Sciences, COMSATS, Islamabad, Pakistan
  • Muhammad Zia Ur Rehman Assistant Professor, Department of Leadership and Management Studies, National Defence University, Islamabad, Pakistan



Dimensions of Organizational Culture, Employee Core self-evaluations, Employee Engagement


Core self-evaluations have predictive value for crucial work outcomes. However, less attention is given to examine the relationship between employee core self-evaluations and employee engagement. Based on trait activation theory present study propose a research framework that examines the relationship of employee core self-evaluations with employee engagement accompanied by organizational culture as a moderator. It was assumed that employees core self-evaluation traits significantly interact with their perception about the organizational culture and produce valuable work outcome like employee engagement.  Confirmatory factor analysis was performed to demonstrate validity and reliability of proposed model and structural equation modeling was used to examine hypothesized model. The proposed model was supported empirically by data collected from 537 employees working in different branches of Pakistan Telecommunication Company limited (PTCL). The result indicated core self-evaluations of employees as predictor of their engagement levels, also innovative and supportive organizational culture were found to have positive moderating effect on the relationship of employee core self-evaluations with employee engagement.


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How to Cite

Tahreem Baloch, Muhammadi Sabra Nadeem, & Muhammad Zia Ur Rehman. (2020). Impact of Employees Core Self-Evaluations on Employee Engagement: Moderating Role of Organizational Culture. Review of Economics and Development Studies, 5(2), 303-314.