Moderation Analysis Hypothesis

In order to test the hypothesis, we will compute a moderation analysis of significant relationships. We conducted hierarchical regressions including an interaction term between the personality trait and its standard deviation (Appendix 9). The presence of a significant interaction implies that there is a moderation effect.

• Moderation analysis of Self-efficacy and Commitment to Change
Figure of the moderation interaction Figure 1, Appendix 10.
Through the moderation analysis, we aim at testing the relationship between individual self-efficacy and commitment to change in teams where there is a high level of self-efficacy diversity (Hypothesis 2). We used the excel worksheet developed by Dawson and Richter (2006) to plot the interaction effect.

The independent variable is the individual self-efficacy. The dependent variable is commitment/readiness to change. The moderator is the standard deviation of self-efficacy, which represents team diversity in self-efficacy.
Looking at the graph, there is a positive relationship between individual self-efficacy and commitment to change in teams where there is a high level of self-efficacy diversity. When the diversity in self-efficacy is high in the team, individuals with high levels of self-efficacy tend to be more committed to the change. The opposite pattern of results emerged for those who belonged to teams with lower levels of self-efficacy diversity. Here, there is a negative relationship between individual self-efficacy and commitment to change for those who belong to teams with low diversity in self-efficacy. This is an interesting finding, as it is commonly believed that people with high self-efficacy are resilient in the face of challenges and are more willing to accept change. However, this study shows a contextual feature that shows when high levels of self-efficacy actually lead to detrimental outcomes in a team. When a person believes that he or she can complete tasks successfully, but is in a team with lower levels of team diversity in self-efficacy, then they are less committed to the change.
• Moderation analysis of CSE and peer-rated performance
Figure of the moderation interaction Figure 2, Appendix 11.
Through the moderation analysis, we aim at testing the relationship between core self-evaluation and peer-rated performance in teams where there is a high level of core self-evaluation diversity (Hypothesis 3). We used the excel worksheet developed by Dawson and Richter (2006) to plot the interaction effect. The independent variable is the individual core self-evaluation. The dependent variable is peer-rated performance. The moderator is the standard deviation in core self-evaluations, which represents team diversity in core self-evaluation.
Looking at the graph, there is a positive relationship between individual CSE and peer-rated performance in teams where there is a high level of CSE diversity.

When the diversity in CSE is high in the team, the performance is perceived as higher. The opposite pattern of results emerged for those who belonged to teams with low levels of CSE diversity. Here, there is a negative relationship between individual CSE and peer-rated performance for those who belong to teams with low diversity of CSE. When a person believes that he or she can complete tasks successfully, but is in a team with low levels of team diversity in CSE, then their performance is perceived by others as

low.
In these two cases, diversity has a significant effect on commitment to change and performance.
Hypothesis 1 a) states that there is a positive relationship between individual self-efficacy and peer-rated performance, in teams where there is a high level of self-efficacy diversity. From the above results, we notice that there is no significant link between the individual self-efficacy and peer-rated performance in diverse groups. As the relationship was not supported by the regression analysis, we did not to test for moderation. We reject Hypothesis 1 a).
Hypothesis 1 b) states that there is a positive relationship between individual self-efficacy and commitment to change in teams where there is a high level of self-efficacy diversity. Through the moderation analysis, we found a significant and positive relationship between individual self-efficacy and commitment to change in diverse group in terms of self-efficacy. We thus accept Hypothesis 1 b).
Hypothesis 2 a) states that there is a positive relationship between individual core self-evaluation and peer-rated performance, in teams where there is a high level of core self-evaluation diversity.

Core self-evaluations have an almost significant link with peer-rated performance (ANOVA Analysis table, appendix 9). After performing the moderation analysis for CSE and peer-rated performance, we have noticed that there is a positive relationship between CSE and peer-rated performance in diverse teams. We therefore accept hypothesis 2 a).
Hypothesis 2 b) states that there is a positive relationship between individual core self-evaluation and commitment to change in teams where there is a high level of core self-evaluation diversity. As the regression analysis showed insignificant results, we were unable did not test for a moderation effect. Therefore, we reject Hypothesis 2 b).
Hypothesis 3 a) states that there is a positive relationship between individual extraversion and peer-rated performance in teams where there is a high level of extraversion diversity. As the regression analysis showed insignificant results, we have not found support to test for a moderation effect for extraversion and peer-rated performance. We therefore reject Hypothesis 3

a).
Hypothesis 3 b) states that there is a positive relationship between individual extraversion and commitment to change in teams where there is a high level of extraversion diversity. As the regression analysis showed insignificant results, we were unable to test for a moderation effect for extraversion and commitment to change. We therefore reject Hypothesis 3 b).
Hypothesis 4 a) states that there is a positive relationship between individual openness to experience and peer-rated performance in teams where there is a high level of openness to experience diversity. Hypothesis 4 b) states that there is a positive relationship between individual openness to experience and commitment to change in teams where there is a high level of openness to experience diversity. We were unable to test for both hypotheses as openness to experience is unreliable (Cronbach alpha 0.505, Appendix 8).