Abstract
PurposeThe purpose of this paper is to investigate the impact of five-factor model of personality on organizational commitment in the higher educational institutes of Pakistan.Design/methodology/approachQuantitative methodology was adopted to measure the impact of personality on organizational commitment. A structured questionnaire was e-mailed to the faculty members of the social science department of higher education institutes. SmartPLS software was used to run the structural equation modeling technique.FindingsThe findings showed that extroversion, agreeableness, and conscientiousness are positively linked to affective commitment (AC), and neuroticism and openness has negative association with AC. Furthermore, extroversion and agreeableness were found to be negatively linked to continuance commitment. A negative link between neuroticism and continuance commitment while no relationship between conscientiousness, openness, and continuance commitment was found.Research limitations/implicationsResults have several implications for the personality and commitment literature. First, study provided comprehensive empirical evidence regarding the dispositional basis of organizational commitment notably; the authors found that the Big Five personality traits as a whole are significantly associated with organizational commitment. Second, the current findings underscore the role of agreeableness in shaping organizational commitment. Agreeableness was the strongest predictor of both AC and continuance commitment. Agreeableness may be especially relevant for predicting employee outcomes that are reliant on strong interpersonal or social exchange relationships. As such outcomes are becoming more and more critical in employee, group, and organizational effectiveness.Originality/valueIn general, findings show that Big Five traits play an important role in understanding employee commitment to the organization. Consistent with previous studies on personality traits in the workplace, practitioners will benefit from considering all of the Big Five traits in their selection systems.
Highlights
IntroductionIs organizational commitment one of the most widely studied topics, it poses a deep concern in organizational psychology due to its link with many employee behaviors and attitudes that has the potential to influence the organization, such as absenteeism (Somers, 1995), turnover ( Jaros, 1997; Jehanzeb et al, 2013) and organizational citizenship behavior (Zayas et al, 2015)
Affective commitment (AC) and continuance commitment were the two dimensions chosen among these constructs as the emphasis of the current study as they are most distinguishable from each other, and were discovered to have distinct relations with other relevant variables
Employees who have high AC stay with the organization because they want to, as opposed to employees with high continuance commitment who stay with the organization because they have to (Allen and Meyer, 1996)
Summary
Is organizational commitment one of the most widely studied topics, it poses a deep concern in organizational psychology due to its link with many employee behaviors and attitudes that has the potential to influence the organization, such as absenteeism (Somers, 1995), turnover ( Jaros, 1997; Jehanzeb et al, 2013) and organizational citizenship behavior (Zayas et al, 2015). Organizational commitment is commonly defined as a “psychological link between the employee and his or her organization that makes it less likely that the employee will voluntarily leave the organization” (Allen and Meyer, 1996). Employees who have high AC stay with the organization because they want to, as opposed to employees with high continuance commitment who stay with the organization because they have to (Allen and Meyer, 1996)
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