ROLE OF CORE SELF-EVALUATIONS, SELF-MONITORING AND SUPERVISORY SUPPORT ON TAKING CHARGE AT WORK
In this study the relationship between core self-evaluations, self-monitoring, supervisory support and taking charge was examined cross-sectionally among sales employees drawn from three (3) mobile money organizations. Supervisory ratings of subordinates’ taking charge behaviour were collected and matched with 200 subordinates’ self-ratings of core self-evaluations, self-monitoring and supervisory support characteristics .The researcher performed hierarchical regression analyses to examine the relationships. Results showed that core self-evaluations failed to make any statistically significant contribution. Support was found for the hypothesis that self-monitoring will significantly play a positive role on taking charge at work. Employees perceiving more career support from their supervisors were more likely to take charge at work, and the result was statistically significant in view of the hypothesis that supervisory support will significantly play a positive role on taking charge at work. Implications for management and future research are discussed.
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