Linking core self-evaluations and work engagement to work-family facilitation

Abstract

Purpose – This article aims to develop and test a research model that investigates work engagement as a mediator of the effect of core self-evaluations on work-family facilitation and family-work facilitation. Design/methodology/approach – The relationships were tested via structural equation modeling using data collected from a sample of full-time frontline hotel employees with a time lag of two weeks in Turkey. Findings – The results suggest that work engagement functions as a full mediator of the impact of core self-evaluations on work-family facilitation and family-work facilitation. Specifically, frontline employees with positive core self-evaluations are highly engaged in their work, and therefore, are capable of integrating their work (family) and family (work) roles successfully. Practical implications – Management of the hotels can utilize the core self-evaluations scale to hire the right person in frontline service jobs. They should invest in high-performance work practices (i.e. training and re-training, empowerment, rewards, job security, career opportunities) simultaneously for retention of employees with positive core self-evaluations. When such employees learn that the organization implements these practices due to management commitment to delivery of service quality and retention of employees, they are highly engaged in their work. The presence of a family-supportive work environment would also enable managers to retain these frontline employees. Originality/value – This study expands current knowledge by assessing work engagement as a mediator of the impact of core self-evaluations on work-family facilitation and family-work facilitation.

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