人格特质、员工满意度与情感承诺【外文翻译】
cooperative
外文翻译
原文
Personality Traits, Employee Satisfaction and Affective Commitment Material Source: Total Quality Management Vol. 18, No. 5, 589–598, July 2007
Author: KURT MATZLER& BIRGIT RENZL
ABSTRACT: In this paper we focus on personality traits as predictors of employee satisfaction, and on effects of employee satisfaction on affective commitment towards an organization. The results of the empirical study within a company in the utility sector (N=199) show that Neuroticism is negatively related to employee satisfaction, Conscientiousness has no impact and Agreeableness positively influences satisfaction. Employee satisfaction has a strong impact on affective commitment. While considerable attention has been given to environmental, especially managerial influences on employee s
atisfaction, our findings illuminate important connections between enduring characteristics of individuals and individuals’ satisfaction in the workplace. The results are of importance to theory and practice, as it has been shown that more than 20% of the variance of employee satisfaction is caused by personal differences, i.e. personality traits.
KEY WORDS: Personality traits, employee satisfaction, affective commitment
Introduction
Employee satisfaction has received considerable attention in the last few years. Many companies invest considerable amounts of resources in programmes to monitor and increase employee satisfaction (e.g. Heskett et al., 1997). It is assumed that employee satisfaction leads to motivated and committed employees, to more effective and efficient work, and in turn to higher process and product quality (Eskildsen & Dahlgaard, 2000). Ultimately, employee satisfaction is expected to lead to higher customer Homburg & Stock, 2004), which directly impacts firm performance (Anderson et al., 1994, 2004; Eklo¨ f et al., 1999; Matzler et al., 2005). Especially in the service industry, a numbe
r of studies found a positive relationship between employee satisfaction,customer satisfaction and company performance. A very
popular conceptualization is the ‘service-profit chain’ (Heskett et al., 1994, 1997), which includes several relationships involving employee satisfaction, customer loyalty and company performance. The importance of employee satisfaction has been well recognized in modern management models such as the EFQM Excellence Model (European Foundation for Quality Management,1999) or the Balanced Scorecard (Kaplan & Norton, 1996).
Therefore, considerable attention has been paid to environmental and managerial predictors of employee satisfaction, in both theory and practice (Eskildsen & Dahlgaard,2000; Eskildsen & Nu¨ ssler, 2000; Martensen & Gronholdt, 2001; Matzler et al., 2004;Westlund & Lo¨thgren, 2001). Typically, employee satisfaction surveys test satisfaction with and impact of different facets of satisfaction, such as relationship with superiors and peers, job content, remuneration, recognition, etc. (e.g. Matzler et al., 2004)
. There is, however, mounting evidence that personality traits are strongly related to job-related attitudes and behaviours (Barrick & Mount, 1991; Furnham et al., 2002; Judge et al.,2002; Tokar et al., 1998). Therefore, in this study, we illuminate the relationship between three personality traits (Neuroticism, Agreeableness, and Conscientiousness) and employee satisfaction, as well as the impact of employee satisfaction on affective commitment towards an organization. In the next section, we discuss the theoretical foundations of our hypotheses. Then we present the results of an empirical study which tested the hypothesized relationships using structural equation modelling (SEM) with the Partial Least Squares (PLS) approach based on a sample of 199 employees of a company in the utilities sector.
Personality Traits and Employee Satisfaction
Within the last 20 years, consensus has emerged that the most salient aspects of an individual’s personality can be described with a five-factor model, often termed the Big Five (Goldberg, 1990), consisting of Neuroticism, Extraversion, Agreeableness, Opennes
s and Conscientiousness. These five broad factors of higher order, identified in numerous empirical studies (Tupes & Christal, 1992), constitute the pattern of traits across individuals and are considered the fundamental dimensions of personality (McCrae & John,1992). Numerous researchers from many traditions were able to replicate the findings, thereby sustaining the theory of five basic dimensions of personality. The Big Five taxonomy received considerable evidence over the last
decades across different theoretical frameworks, measures, occupations, cultures, and sources of ratings (e.g. Barrick & Mount, 1991; De Raad & Doddema-Winsemius, 1999; John & Srivastava, 1999; Liao & Chuang, 2004).
People who score high on Agreeableness are good-natured, forgiving, courteous, helpful, generous, and cooperative. Neuroticism is associated with being anxious, depressed, angry, embarrassed, emotional, worried, and insecure. Openness to experiences includes being imaginative, cultured, curious, original, broad-minded, intelligent, and artistically sensitive. Individuals with high Conscientiousness have been reported to be dependable,
responsible, organized, hardworking, and achievement-oriented. Extraversion, finally, is associated to traits like being sociable, gregarious, assertive, talkative, and active (Barrick & Mount, 1991; Goldberg, 1990).
Although many studies in industrial-organizational psychology have examined the role of personality traits, most studies focus on the impact of individual differences on job performance (e.g. Barrick & Mount, 1991) and the link between personality traits and employee satisfaction is much less studied (Judge et al., 2002). In their meta-analysis on the relationship between personality-traits and job satisfaction, Judge et al. (2002) found very mixed empirical findings. Whereas Neuroticism and Extraversion were the strongest correlates of job satisfaction, the relationship between Conscientiousness and Agreeableness with job satisfaction did not fully generalize across studies. Openness to experiences showed a very weak correlation with job satisfaction that was not distinguishable from zero. In summary, it can be concluded that empirical studies did not find consistent results.

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