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INTERNATIONAL JOURNAL Of ACADEMIC RESEARCH
Vol. 3. No. 6. November, 2011, I Part
PERSONALITY AND ORGANIZATIONAL OUTCOMES
(ORGANIZATIONAL CULTURE AS A MODERATOR)
1
1
2
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Nur Naha Abu Mansur , Melati Anuar Ahmed , Hafiz Muhammad Ishaq *, Jawwad Ahmad , Ghulam Ali
4
1
Department of Human Resource Development, Faculty of Management and Human Resource Development
2
Universiti Teknologi Malaysia (UTM) (MALAYSIA), Federal Urdu University of Arts, Science and Technology,
Islamabad (PAKISTAN). PhD Scholar, Department of Human Resource Development Faculty of Management and
3
Human Resource Development Universiti Teknologi Malaysia (UTM) (MALAYSIA), COMSATS Institute of
4
Information Technology, Wah Cantt (PAKISTAN), PhD Scholar, Department of Management, Faculty of
Management and Human Resource Development Universiti Teknologi Malaysia (UTM) (MALAYSIA)
*Corresponding author: Ishaq74nk@yahoo.com
ABSTRACT
This paper examines the relationship of big five personality traits (Neuroticism, Extraversion,
Agreeableness, Openness to Experience and Consciousness) with organizational out comes (Job Performance,
Job Satisfaction) with culture as a moderating variable. This study will analyze 4 culture dimensions i.e.
Individualism, Power Distance, Masculinity and Uncertainty avoidance proposed by (Hofstede, 1980). It is
proposed that relationship between extraverts and organizational outcomes will be strong in individualistic culture,
relationship between neuroticism and organizational outcomes will be strong in uncertainty avoidance culture but
relationship between agreeableness and organizational outcomes will be weak in uncertainty avoidance culture, the
relationship between openness to experience and organizational outcomes will be high in masculine culture, the relationship between conscientiousness and organizational outcomes will be high in power distance culture and the
relationship between agreeableness and organizational outcomes will be weak in power distance culture.
Key words: Neuroticism, Agreeableness, relationship between neuroticism and organizational outcomes
1. INTRODUCTION
Personality and organizational outcomes have been an important research area in organizational behavior.
There has been growing evidence that big five personality traits play a very important role in determining
organizational outcomes (Barrick & Mount,1991; Barrick, Mount, & Judge, 2001; Judge, Heller & Mount, 2002;
Barrick, Stewart & Piotrowski, 2002; Hogan & Holland, 2003; Erdheim, Wang & Zickar, 2006) and remarkable
support that big five personality traits positively relates to performance at work (Barrick, Parks & Mount, 2005).
Recent research shows that personality influences the type of environments we seek (Judge & Cable, 1997;
Schneider, Smith, Taylor & Fleenor., 1998; Barrick, Mount, & Gupta, 2003;) and plays a vital role in determining
what situations one chooses to be in and the types of environments one try to find and the types of people and
activities one prefer (Barrick & Mount, 2005). These interests and values have a larger effect on personorganization fit (Kristof-Brown, Zimmerman, & Johnson, 2005).
An organization is not a submissive or stable institution and it progresses and develops within an
organizational culture (Silverthorne, 2004). Culture assists in determining how well a person “fits” within a particular
organization because the “fit” includes feeling comfortable with the culture (O’ Reilly, 1989) which further relates to
employee productivity and employee turnover (Rousseau & Parks, 1992; Ryan & Schmit, 1996). Organizational
culture helps in establishing the norms for employee’s behavior which have direct impact on P-O fit and this P-O fit
has impact on organization outcomes (Silverthorne, 2004). Therefore more the individuals personality traits fits an
organizational cultural values the more it will positively relates to organizational out comes. The interaction between
personality traits and organization culture will have a significant impact in determining the organizational outcomes.
Many researchers have recognized the influence of culture on behavior (Diener & Lucas, 1999; McCrae, 2001;
Silverthorne, 2004). But it is yet to be studied that how organizational culture will affect the relationship between
personality and organizational outcomes. The objective of the present study is to see the moderating role of
organizational culture on the relationship between big five personality traits and organizational outcomes.
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Vol. 3. No. 6. November, 2011, I Part
2. LITERATURE REVIEW
2.1. Big Five personality traits
The big five model of personality has emerged as a strong classification of personality (Digman, 1990). Big
5 personality traits model determined the broad five personality types which are very useful in predicting different
kinds of work related attitudes and behaviors. Different Many studies have been conducted to determine the
dispositional causes of different kind of organizational outcomes such as the relationship between big 5 personality
traits and job performance (Barrick & Mount, 1991), personality and organizational commitment (Erdheim, Wang &
Zickar, 2006 ) and relationship between big 5 personality traits and job satisfaction (Judge, Heller & Mount, 2002).
The researchers are agreed that a five factor model of personality (Digman, 1990) also known as Big Five
(Goldberg, 1990), can be used to describe the most salient aspects of personality (Judge et al., 2002) and also
generalized across measures, cultures and sources of ratings (McCrae & John, 1992).
2.2. Big Five personality traits and organizational outcomes
The big 5 personality traits are independent personality traits which determine five broad personality types
including Conscientiousness, Extraversion, Neuroticism, Agreeableness and Openness to Experience (Goldberg,
1990; Barrick & Mount, 1991).
2.3. Extraversion
Extraverts are described as sociable, talkative, gregarious, assertive, ambitious and expressive (Barrick &
Mount, 1991). They tend to be articulate, expressive, dramatic, active, impulsive and seek for excitement
(Goldberg, 1990; Watson & Clark, 1997). Extraverts have a strong desire for praise, social recognition, status and
power (Costa & McCrae, 1992). Extraverts are positively related to affective commitment as compare to other big
five traits (Erdheim, Wang & Zickar, 2006). Extraverts like to experience positive emotions (Costa & McCrae, 1992)
and positive emotions lead to job satisfaction (Connolly & Viswesvaran, 2000). Extraverts are also emotionally
stable individuals, which is the key aspect of happy personality (DeNeve & Cooper, 1998) and this happy
personality leads to happy life and also job satisfaction (Judge et al. 2002). Extraverts are also found to be valid
predictor of job performance for occupations involving social interaction, management and sales (Barrick & Mount,
1991)
2.4. Neuroticism
Neuroticism represents individual differences in the tendency to experience distress and is described as
emotionally instable (Costa and McCrae, 1988; McCrae & John, 1992). Neurotics include traits like tense, angry,
moody, embarrassed, emotional, worried, insecure and anxious, fearful, depressed (Barrick & Mount, 1991, 1993;
Judge and Bono, 2000). Neurotics lack trust in others (Goldberg, 1990), have limited social skills and avoids
situations that demand taking control (Judge, Locke & Durham, 1997) and also lack self-confidence and selfesteem (McCrae & Costa, 1991).Neuroticism is closely related to Negative Affectivity (NA) (Watson & Tellegan,
1988). They experience more negative feelings in life than other individuals (Magnus, Diener, Fujita & Pavot,
1993). That’s why neurotics are found to be negatively correlated with job satisfaction (Judge et al., 1999; Judge
et al., 2002) and also with Job Performance (Barrick & Mount, 1991). Neurotics are positively related to
continuance commitment (Erdheim, Wang & Zickar, 2006) and continuance commitment is negatively related to
overall job performance (Meyer, Paunonen, Gellatly, Goffm & Jackson, 1989). Results of meta analysis conducted
by Meyer et al. (2002) shows that continuance commitment is negatively related to overall performance and
Neuroticism is also negatively related to job performance (Barrick & Mount, 1991; Tett & Burnett, 2003).
2.5. Conscientiousness
Conscientiousness personality type includes traits such as hardworking, careful, thorough, responsible,
organized, persevering (Barrick & Mount, 1991). High conscientiousness individuals are methodical, dependable,
and risk averse (Goldberg, 1990). These individuals are responsible, dependable, persistent, planful, careful,
hardworking and achievement oriented which are important attributes for performing work tasks (Barrick & Mount.
1991, 1993). That’s why conscientiousness individuals best correlates with job satisfaction (Judge et al., 2002) and job
performance (Barrick and Mount, 1991) among all other traits of big 5 family. Conscientious people have an
inclination to form long-term employment exchange relationships and seek to opt an environment where they can
have better opportunities for achievement and success (Raja, Johns & Ntalianis, 2004). Conscientiousness people
are one of the most consistent and significant predictors of job performance (Barrick et al., 2001; Judge et al., 2002
) due to their work involvement and possibility of getting formal and informal rewards (Organ and Lingl, 1995).
(Erdheim et al., 2006) found out a positive relationship between conscientiousness and affective commitment.
2.6. Agreeableness
Agreeable describes the characteristics such as altruism, nurturance, caring, and emotional support at one
end of the dimension, and hostility, indifference to others and self-centeredness (Digman, 1990). Agreeables
include traits such as courteous, flexible, trusting, good natured, cooperative, forgiving, soft hearted, and tolerant
(Barrick & Mount, 1991) and tend to be kind, gentle, trusting, trustworthy and warm (Judge & Bono 2000).
Agreeableness is considered as the most controversial personality trait of the Big Five model of personality among
personality psychologists (McCrae & Costa, 1997). There is a very weak correlation between agreeableness and
job performance (Barrick & Mount, 1991) and job satisfaction (Judge et al., 2002) and have significant relationship
with normative commitment (Erdehim et al., 2006).
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2.7. Openness to Experience
Openness to Experience is related to scientific and artistic creativity, divergent thinking, and political
liberalism (Judge et al., 2002; McCrae, 1996; Feist 1998). The behavioral tendency generally associated with
Openness to Experience include being imaginative, cultured, curious, broad-minded, intelligent having a need for
variety, aesthetic and sensitivity (Goldberg, 1990;Digman, 1990;McCrae & John, 1992). Individuals high in openness
to experience have a strong desire for change and they are in a better position to understand and adapt to other
perspectives (Costa and McCrae, 1988; McCrae, 1996). “Openness to Experience is a ‘double-edged sword’ that
predisposes individuals to feel both the good and the bad more deeply” (DeNeve and Cooper, 1998, p. 199)
depicting its directional influence on affective reactions like subjective well-being (Judge et al., 2002). That’s why
research shows that openness to experience has weak correlation with job satisfaction (Judge et al., 2002).
However, the study of Barrick and Mount (1991) founded that openness to experience is strongly correlated with
job performance for “training proficiency criterion” as they are creative, perceptive and thoughtful (Judge and Bono,
2000) and also have a very positive attitude towards learning and training experiences (Barrick and Mount, 1991).
Openness to experience has a controversial structure and limited research history among big five personality traits
and showed a weak significance to organizational behavior (McCrae and Costa, 1997; Raja et al., 2004).
3. BIG FIVE PERSONALITY TRAITS AND ORGANIZATIONAL CULTURE
The expanding literature on job and organizational choice indicates that perspective employees are
attracted to work environments that are compatible with their personal characteristics (Kristof, 1996). Research has
indicated the importance of job seekers' and employees' organizational culture preferences in predicting their job
choice decisions and work attitudes (Cable & Judge, 1996; Judge & Bretz, 1992; O'Reilly et al., 1991). Hofstede
(1980), proposed four cultural dimensions which are uncertainty avoidance, power distance, individualism and
masculinity. In present study we will used these four dimensions in influencing the relationship between Big Five
personality traits and organizational outcomes.
3.1. Uncertainty Avoidance
Uncertainty Avoidance is defined as the” extent to which members of an organization or society strive to
avoid uncertainty by reliance on social norms, rituals, and bureaucratic practices to alleviate the unpredictability of
future events” (House, Javidan, Hanges & Dorfman, 2002). Uncertainty avoidance indicates how a culture grooms
its members to behave in comfortable or uncomfortable manner in situations which are unstructured, novel
unknown, surprising and different that usual (Hofstede 2001, 2004). In uncertainty-avoiding cultures strict laws
rules and regulations are made to avoid these uncertain situations (Hofstede, 2004). Neuroticism represents
individual differences in the tendency to experience distress and described as emotionally instable (Costa &
McCrae, 1988; McCrae & John, 1992). Neurotics include traits like tense, angry, moody, embarrassed, emotional,
worried, insecure and anxious, fearful, depressed (Barrick & Mount, 1991, 1993; Judge & Bono, 2000) lack trust in
others (Goldberg, 1990), have limited social skills and avoids situations that demand taking control (Judge, Locke
& Durham, 1997). Neurotic individuals also are inclined to anxiety, and have a tendency to be fearful of novel
situations and propensity to feelings of dependence and helplessness (Wiggins, 1996) therefore will not perform
well in uncertain situations and will be less satisfied with their job. So the individual with neurotic personality within
uncertainty avoidance culture where proper rules and regulations are imposed for uncertainty avoidance will
perform well and there performance will be improved. Therefore, it is hypothesize that:
H1: Uncertainty avoidance moderates the relationship between neuroticism and out comes such that in high
uncertainty avoidance culture relationship is strong and in low uncertainty avoidance culture relationship is weak.
3.2. Individualism
In individualist culture, the ties between individuals are loose, everyone is expected to look after himself or
herself (Hofstede 2004). Individualistic societies stress the development and differentiation of a unique personality
and identity, autonomy, and the primacy of personal goals and needs (Robert & Wasti, 2002). In individualism
people are dominant assertive self confident, independent decision makers (Hofested 2001). Individualism is the
tendency to treat the self as the most meaningful social unit (Robert & Wasti, 2002). As individual differences
variables, they are called idiocentrism (Triandis, Leung, Villareal & Clack, 1985). Idiocentrism is characterized
notions such as independence, uniqueness, and self-reliance (Robert & Wasti, 2002). Extroverts also are assertive,
bold, forceful and dominant (Goldberg, 1990), suggesting a link between extraversion and aggressiveness. On the
other hand, the aggressiveness of extroverts suggests that they may not value the sensitivity in supportive cultures
but they may be attracted to aggressive cultures (Judge & Cable, 1997). Individualism is characterized by
aggressiveness and dominance. (O'Reilly et al, 1991) found that two aspects of extraversion, dominance and
aggressiveness, were associated with preferences for aggressive cultures which further relates to employee
productivity (Rousseau & Parks, 1992). Extraverts positively relates to individualism (Hofestede & McCrae, 2004).
So the individual with extravert personality within individualism culture where people feel independence to show
their dominance and aggressiveness which are also key attributes extravert will lead to high work performance and
job satisfaction. Therefore we hypothesize that:
H2: Individualism moderates the relationship between extraverts and out comes such that in high individualist
culture relationship will be is strong and in low individualistic culture relationship is weak.
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Vol. 3. No. 6. November, 2011, I Part
3.3. Masculinity
Cultural masculinity stands for a focus on ego, money, things, and work (Hofstede and McCrae, 2004).
Masculinity culture has the characteristics of high achievement and high success oriented and supports to do
unconventional things. Openness to experience individuals are described as original, unconventional, and
independent (Costa & McCrae, 1992). Openness to experience is positively related with masculinity (Hofstede &
McCrae, 2004), because openness to experience individuals like to experience new things and in masculine
cultures people are more assertive and want sense of accomplishment, achievement, and are independent
decision makers. So the individual having openness to experience personality trait within masculine culture where
people are unconventional and achievement oriented will feel more comfortable and perform well and their job
performance will be improved comparatively. Therefore, we hypothesize that:
H3: Masculinity moderates the relationship between openness to experience and outcomes such that in high
masculine culture relationship is strong and in low masculine culture relationship is weak.
3.4. Power Distance
Power distance is the extent to which the less powerful members of organizations accept and expect that
power is distributed unequally (Hofstede & McCrae, 2004). This characterize the unequal distribution of wealth and
authority, individuals in power distance culture have pre defined roles and responsibilities (Hofestede 2001).
Research has shown that conscientiousness individuals tend to be controlled, rule-bound, cautious, and risk averse
(Goldberg, 1990). Therefore, conscientiousness may be attracted to detail-oriented cultures because such cultures
have norms for meticulousness and accuracy (Sheridan, 1992). The cautious, risk averse nature of conscientious
individuals (Goldberg, 1990) does not suit the risk taking, creative and innovative cultures (O'Reilly et al., 1991).
Therefore conscientious individuals will be positively influenced by power distance culture. Due to the predefined
roles and responsibilities and formal rules and regulations and hierarchy of authority relationship power distance
culture are less innovative so conscientiousness will be more suitable for these kinds of culture. The study of
(Hofstede et al., 2004) supports that conscientious individuals are positively associated with high power distance
culture. So the individual with conscientious personality within power distance culture where people are
methodological and have predefined rules and regulations and have known roles and responsibilities will feel more
comfortable and this will have a positive impact on their job performance and job satisfaction. Therefore we
hypothesize that
H4: Power Distance moderates the relationship between conscientiousness and out comes such that in high
power distance culture relationship is strong and in low power distance culture relationship is weak.
The openness to experience individuals are described as imaginative, original, unconventional, and
independent (Costa & McCrae, 1992). Evidence consistently demonstrates that openness to experience is
positively related to creativity and divergent thinking (McCrae, 1987) and innovative cultures support creativity and
the key attributes through which they do this is through openness, willingness to change, and autonomy (O'Reilly,
1989). Furthermore, because open individuals are extraordinary and autonomous (Goldberg, 1990), they should be
less attracted to detailed-oriented cultures that demand adherence to precise rules and procedures (Judge and
Cable, 1997). They are negatively related to power distance culture (Hofstede & McCrae, 2004). So the individual
with openness to experience personality trait within power distance culture where people are people have
predefined rules and regulations and have known roles and responsibilities will feel less comfortable and this will
have a negative impact on their job performance and job satisfaction. Therefore we hypothesized that:
H5: Power Distance moderates the relationship between openness to experience and out comes such that in
high power distance culture relationship is weak and in low power distance culture relationship is strong.
4. CONCLUSION AND FUTURE RESEARCH DIRECTIONS
This research paper is an effort to fill the gap in the research of Big Five personality traits, culture and
organizational outcomes because unfortunately, there has been very little work in the area of organizational culture.
The paper proposed some major findings that the relationship between extraverts and organizational outcomes will
be strong in high individualistic culture, relationship between neuroticism and organizational outcomes will be
strong in high uncertainty avoidance culture and relationship between conscientiousness and organizational
outcomes will be high in high power distance culture. These finding will open new avenues for future research. In future
researchers should also focus other organizational outcomes like organizational commitment, turnover and OCB.
Following findings are also been proposed form our research the relationship between openness to experience and
organizational outcomes will be high in masculine culture, the relationship between and the relationship between
agreeableness and organizational outcomes will be weak in power distance culture. Though it is evident that openness
to experience and agreeableness are not significantly related with either job satisfaction or job performance but it is
proposed that these type of personality traits will comparatively perform better in proposed culture.
ACKNOWLEDGEMENT
This research is funded by Universiti Teknologi Malaysia and Ministry of Higher Education under the GUP
funding (Vot No. 04j49) entitled "Personality and Organizational Outcomes (Organizational Culture as a
Moderator)".
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Vol. 3. No. 6. November, 2011, I Part
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