To explore the link between the personality predisposition of guilt and self-management behaviours, and from a contingent perspective, the boundary condition for the above relationship is also examined.
This article examines the relation of guilt-proneness to self-management behaviours and the moderating effects of a sense of belonging on the relationships between guilt-proneness and self-management behaviour.
Data are collected from 368 employees from different organizations in Taiwan.
The results of this study show that guilt-proneness is positively correlated with self-management behaviour. Furthermore, regression analyses indicate that sense of belonging plays a significant moderating role in the relationships between guilt-proneness and self-management behaviour.
Finally, based on the results, the implications and limitations of this study and the directions for future research are discussed.
Trait authenticity has been defined as a dispositional individual difference, and it refers to people's experience of living in accordance with their true Self. Despite research conducted in working contexts has found that trait authenticity is related to people's work engagement, it is not clear if this association may be mediated by other variables.
Framing trait authenticity within the job demands-resources model, we hypothesized that trait authenticity allows the release of human full potential in terms of personal resources that, in turn, promote work engagement, especially in highly challenging work settings, such as educational ones.
We administered a self-report questionnaire composed of several measurement scales to 446 teachers working in kindergartens, primary schools, and middle schools.
A moderated mediation analysis revealed that trait authenticity can promote teachers’ emergence of personal resources, which in turn enhances their work engagement. The study highlights that the role of trait authenticity and personal resources on work engagement acquires a particular salience when teachers face high (vs. low) challenge job demands (i.e., workload), that is when this reservoir of potential is needed the most.