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Approach or avoidance (or both?) : integrating core self-evaluations within an approach/avoidance framework

Ferris, D. Lance, Rosen, Christopher R., Johnson, Russell E., Brown, Douglas J., Risavy, Stephen D. and Heller, Daniel 2011, Approach or avoidance (or both?) : integrating core self-evaluations within an approach/avoidance framework, Personnel psychology, vol. 64, no. 1, Spring, pp. 137-161, doi: 10.1111/j.1744-6570.2010.01204.x.

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Title Approach or avoidance (or both?) : integrating core self-evaluations within an approach/avoidance framework
Author(s) Ferris, D. Lance
Rosen, Christopher R.
Johnson, Russell E.
Brown, Douglas J.
Risavy, Stephen D.
Heller, Daniel
Journal name Personnel psychology
Volume number 64
Issue number 1
Season Spring
Start page 137
End page 161
Total pages 26
Publisher Wiley
Place of publication London, Eng.
Publication date 2011-03
ISSN 0031-5826
Summary Core self-evaluations (CSE) represent a new personality construct that,despite an accumulation of evidence regarding its predictive validity,provokes debate regarding the fundamental approach or avoidance na-ture of the construct. This set of studies sought to clarify the ap-proach/avoidance nature of CSE by examining its relation with ap-proach/avoidance personality traits and motivation constructs (Study 1);we subsequently examined approach/avoidance motivational mecha-nisms as mediators of the relation between CSE and job performance(Study 2). Overall, the studies demonstrate that CSE is best concep-tualized as representing both (high) approach tendencies and (low)avoidance tendencies; implications of these findings for CSE theoryare discussed.
Language eng
DOI 10.1111/j.1744-6570.2010.01204.x
Field of Research 150310 Organisation and Management Theory
1503 Business And Management
1701 Psychology
Socio Economic Objective 910402 Management
HERDC Research category C1.1 Refereed article in a scholarly journal
ERA Research output type C Journal article
Copyright notice ©2011, Wiley Periodicals, Inc.
Persistent URL http://hdl.handle.net/10536/DRO/DU:30090865

Document type: Journal Article
Collection: Department of Management
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