Personality Characteristics Of Employees Research Articles

Job Burnout in Telework of Greek Workers: A Quantitative Study Identifying the Correlation of Extroversion and Introversion with Job Burnout

The present study investigated how the consequences of telecommuting depend on the personality characteristics of employees. The hypothesis is that extroverted people will have more difficulties distancing themselves from the workplace and shifting work to home and thus high levels of burnout. It was also hypothesized that individuals with high levels of neuroticism would experience more burnout symptoms. The research involved 133 people who answered a questionnaire of demographic factors, the Eysenck personality questionnaire (EPQ) short form to determine extroversion and introversion and neuroticism, and the Maslach Burnout Inventory (MBI). The first hypothesis was not confirmed, as the results of the research showed that extroversion is negatively associated with burnout and therefore introversion is associated with more burnout symptoms. The second hypothesis was confirmed by demonstrating that neuroticism is positively correlated with burnout. Multiple regression showed extraversion as the most significant predictor of reduced burnout symptoms but showed no gender differences in burnout. In addition, it appeared that those with a higher academic education presented more emotional exhaustion and depersonalization which are indicators of burnout, but also more personal achievements which is an indicator of reduced burnout compared to those who were high school/IEK/KEK graduates. Even those with improved financial situation compared to 3 years ago presented more personal achievements.

Success comes before work only in dictionary: role of job autonomy for intrapreneurial behaviour using trait activation theory

Purpose Using trait activation theory (TAT), this paper aims to empirically assess that work drive (WD) personality characteristics of employees will express better towards intrapreneurial behaviour (IB) outcomes in higher levels of job autonomy (JA) at the workplace. Design/methodology/approach Using cross-sectional design, a total of 258 engineering employees from the automotive industry of Pakistan were surveyed. The partial least square structural equation modelling (PLS-SEM) statistical method was used to evaluate the hypothesised theoretical model. Findings Statistical results revealed a significant and positive relationship between WD and IB. WD personality was also found to be activated with its interplay with JA for personality expression towards IB. Practical implications The present study offers a deeper insight into the interplay of organisational and individual factors as determinants of IB of employees. The study's findings suggested the importance of the rightful application of organisational situational cues in person–situation interaction for positive workplace behaviours by employees. Personality assessment of employees and their interplay with situational cues, as per conceptualisation of TAT, can assist the corporations towards enhanced levels of employees' behavioural tendencies towards intrapreneurship. Originality/value The application of TAT from the present study's perspective is novel theoretically as the literature on the activation of personality traits towards IB outcomes is non-existent. Also, the assessment of situational cues in JA will open avenues for organisational behaviour researchers to seek more organisational situational moderators for their assessment of various personality–outcome relationships in diverse contexts to activate personality traits.

Employees Work Engagement: Correlations with Employee Personal Characteristics, Organizational Commitment and Workplace Happiness

Using data collected from 76 employees of a manufacturing company in Manila, Philippines, this study conducted a correlation analysis to determine the relationship between the level of their engagement at work and their personal characteristics, organizational commitment in the workplace, and job satisfaction. A self-administered structured survey questionnaire was use in the survey. The collected data was analyzed using descriptive statistics to determine the mean scores, frequencies, and percentages, and parametric inferential statistics were employed to examine the correlations between variables. The results indicate a high level of employee work engagement and job satisfaction, as well as a moderate level of employee organizational commitment. Employee age, position and monthly salary were significantly correlated with employee work engagement. The level of employee engagement increases with age, position and income. Results also revealed a significant and strong positive correlation between the level of employee engagement and employee happiness at work. Implications for practices are offered.

The Contribution of Individual Psychological Features to the Determination of the Phenomenon of Work Alienation

Using the questionnaire method on a sample of 92 Russian-speaking employees of the “person-person” professions type, the relationship of work alienation with personal characteristics was investigated. It was found that work alienation has associations with some personality traits. Also, the satisfaction of basic psychological needs at work is a significant predictor of work alienation. The study proved that work alienation is a relatively flexible construct for changes in the workplace that relate to autonomy, competence, and social relations. The results of the research can be used as an empirical justification of the model of the phenomenon as well as in the development of a differentiated approach to the prevention and intervention of work alienation, depending on the personality characteristics of employees.

Relationship of Personality Characteristics with Impression Management Components in Employees of Iranian Governmental Organizations

In the present study, we investigated the role of personality in understanding impression management (IM) behaviors Effective employee behaviors are tangible and visible in organizational environments. In fact, many people in organizations try to impress their image on the minds of others. In this paper, we try to rank the level of application of impression management tactics (self-regulation, self-righteousness, example, support, and intimidation) based on personality traits of employees in government organizations in Kurdistan province. The present research is a research-applied research, and as a method of data collection, it is a descriptive-survey research. For data analysis, Friedman test was used. Finally, with caution, it has been shown that each of the personality characteristics of employees, which one of the impression management categories is most likely to be.

The Effect of the Psychological Capital and Personality Characteristics of Employees on Their Organizational Commitment and Contribution to the Work: A Qualitative Research on Managers

This study reveals the views and thoughts of managers regarding the employees’ psychological capital, personality characteristics and organizational commitment and their contribution to the work. A qualitative research was conducted in order to reveal the views and thoughts of the managers of a furniture accessories manufacturing company regarding the concepts in question using the in-depth interview method. The data obtained from the interviews were evaluated and interpreted by being subjected to the content analysis.According to the findings of the research, managers believe that both the psychological capital and personality characteristics of employees contribute significantly to the work and the enterprise, and these characteristics also have effects on the organizational commitment of employees.

Organizational Structure in Indian Context

After liberalization, business environment changed radically in India. Organizations faced competition and tried to improve their performance. Many organizations tried to change their business processes as well as organizational structure. Information technology played a key role in transforming organizations. Today organizations have become flat but diverse and complex. The objective of the paper is to analyze implications of personality characteristics of employees for designing an appropriate organizational structure for business organizations in India. The paper is based on review of previous research studies in the last decades. Success of any organizational structure depends upon profile of employees. Most organizations expect employees to adjust to their organizational structure. Previous studies on Five Factor Model as well as organizational structure have been reviewed and their implications for designing organizational structure in Indian context have been discussed.

Employee Adaptive Behavior in Service Enactments

This study deepens understanding of the causal patterns of factors stimulating employees to perform adaptive behaviors in service encounter situations. Drawing on motivation literature and configuration theory, this study develops and tests research propositions based on a sample of 228 employees from the insurance industry. Findings from fuzzy-set qualitative comparative analysis indicate three configurations of employee personal characteristics and work perceptions explain employee adaptive behavior. This article contributes to the literature by providing new insights into the causal pattern of factors stimulating customization approaches in service situations. Based on these findings, this article discusses implications for service management.

Effects of personal characteristics on organizational commitment: evidence from Brazil's oil and gas industry

In 1997, Brazil's major energy company faced a loss of its monopoly as part of the country's structural reform. Many of its employees were recruited by new entrants to the oil and gas industry. In order to retain employees, the company initiated a multiyear planning process which included a redesigned human resource management model oriented to organizational commitment. This study examines the long-term influence of five employee personal characteristics (type of employment, job level, gender, education level and service time) on the affective, normative and continuance components of organizational commitment. The research was conducted in one of the company refinery and involved a questionnaire survey of all employees and interviews with senior managers. It was found that type of employment (company staff or contractor) had the greatest impact on affective and normative commitment, while service time and education level are the most significant contributors to continuance commitment. Gender and job level were found to have limited implication for commitment. The results demonstrate that the company response to structural reform had the long-term positive effect of binding employees to the organization.

Corporate espionage

Espionage, whether conducted for economic or national security purposes, challenges society. Corporate espionage essentially describes illegal and unethical activities undertaken by organizations to systematically gather, analyze and manage information on competitors with the purpose of gaining a competitive edge in the market. Although the application of counter-intelligence measures can be effective, organizations often overlook the most significant and vulnerable aspect – the insider threat. This article attempts to explain espionage using a number of models demonstrating specific factors that cause individuals to engage in such acts. Corporate espionage, as unethical behaviour, is described from various perspectives such as the personality characteristics of employees, the organizational environment, the interaction between individual characteristics and the organizational environment, and the social interactions within the organization.

Performance Appraisal Effectiveness: Concerns, Directions and Implications

Performance appraisal (PA) has increasingly become part of a more strategic approach to integrate human resource (HR) activities and business policies and may now be seen as a generic term covering a variety of activities through which the organisations seek to assess employees and develop their competence, enhance performance and distribute rewards. As several purposes in the organisations. It is a tool for acknowledging good performance, identifying areas in need of improvement and providing documentation to justify many management decisions. Conducting PAs on employees’ performance should be more than a simple checklist of -do's and don'ts. It is a review and discussion of an employee's performance of assigned duties and responsibilities. The appraisal is based on results obtained by the employee in his/her job and not on the employee's personality characteristics. The appraisal measures skills and accomplishments with reasonable accuracy and uniformity. It provides a way to help identify areas for performance enhancement and to help promote professional growth. It should not, however, be considered as the supervisor's only communication tool. Thus, both practice and research have moved away from a narrow focus on psychometric and evaluation issues to developmental PA, which may be defined as any effort concerned with enriching attitudes, experiences - and skills that improves the effectiveness of the employees. The purpose of this study was to examine the PA system in the Indian firms. A total of 12 in-depth personal interviews with the HR managers in the Indian firms were used in order to answer the following questions. What are the characteristics of the PA process used in the Indian firms? What are the purposes of the PA systems in the Indian firms? What are the problems produced by the performance appraisal systems in the Indian firms? What are the different areas to be improved in the appraisal systems?

Factors influencing the job satisfaction of health system employees in tabriz, iran.

Employees can be counseled on how they feel about their job. If any particular dimension of their job is causing them dissatisfaction, they can be assisted to appropriately change it. In this study, we investigated the factors affecting job satisfaction from the perspective of employees working in the health system and thereby a quantitative measure of job satisfaction. Using eight focus group discussions (n=70), factors affecting job satisfaction of the employees were discussed. The factors identified from literature review were categorized in four groups: structural and managerial, social, work in it-self, environmental and welfare factors. The findings confirmed the significance of structural and managerial, social, work in it-self, environmental and welfare factors in the level of job satisfaction. In addition, a new factor related to individual characteristics such as employee personal characteristics and development was identified. In order to improve the quality and productivity of work, besides, structural and managerial, social, work in it-self, environmental and welfare factors, policy makers should be taken into account individual characteristics of the employee as a factor affecting job satisfaction.

Can High-Tech Companies Enhance Employee Task Performance through Organizational Commitment?

Prior studies about task performance within the high-tech industry have focused mainly on the relationship among working stress, working characteristics, employee motivation, and the compensation system. This study, however, examines whether employee personality, organizational culture, and different leadership styles have an impact on organizational commitment and hence increase the employee’s task performance. To study this issue, 304 employees from high-tech public companies in Taiwan were selected as illustrative example, and LISREL software was used as the analytic tool. The research findings indicate that high-tech companies whose employees exhibit personality characteristics such as competition and high ambition (typically “Type A”) have a positive effect on organizational commitment. Second, high-tech companies exhibiting an innovative and supportive culture also have significant impact on organizational commitment. Third, employees with more value commitment and effort commitment show increased task performance. In addition, organizational commitment acted as an intermediary role between employee personality characteristics, organizational culture, and task performance; that is, employee personality characteristics and organizational culture indirectly influenced task performance through organizational commitment.

The moderating effects of employee personality characteristics on organizational commitment during periods of organizational change

The process of organizational reform often damages employee organizational commitment. Therefore, methods able to maintain or enhance such commitment are of value to organizations undergoing reform. The main objective of this research was to consolidate theories on work characteristic change and organizational commitment in work characteristic models, and to propose a research framework to interpret how organizations reinforce and enhance employee organizational commitment in changing environments. Targeted samples included employees of domestic Taiwan banks that had been merged with or acquired by a non-Taiwanese bank. With a total of 303 effective questionnaire surveys returned and multiple regression method used, results indicate that, in a changing organizational environment, work characteristic change helps raise employee organizational commitment, and that employee personality attributes impact upon the actual effect that work characteristic change has on an individual employee’s organizational commitment. In addition, results found that work characteristic change has a greater effect on organizational commitment in employees’ external locus of control personalities than in those with internal locus. Key words: Work characteristic change, employee personality characteristics, internal locus of control, external locus of control, organizational commitment.

Research of transport specialis competences in Lithuania and Slovénia

Competitiveness is closely related to business management, operational efficiency, and new approaches to the management of search. One of the most important and intractable problems of the transport companies remain effective management of the problem, covering a wide range of issues. This is a rational organizational structures, which are not always meeting the company's strategic objectives, set up; advanced management methods, which often are only the failed experience fitting of foreign countries without the necessary adaptation; management of democratization; the staff, especially top-level managers, the potential and environmental non-compliance, the lack of ability to understand the overall economic development trends, make informed decisions, to ensure the company's competitive capacity (Gal J. 2008). In order shape the competitive enterprises realistically, it is necessary to use consistently all opportunities to change the heads of management. This will help not only the traditional methods of enhancing their competence, but the new management philosophy and the installation of plants. The faster and clearer our transport business leaders understand that the company's competitiveness is not only the subject they are and all the staff, the greater the opportunity to become a fully fledged market economy. Recently, rapid changes during the period of not less important is the manager and the social competence, i.e., the effectiveness of social behavior, the ability to adapt to the dynamically changing environment and to take corresponding changes in the decisions. Social competence criteria - this consist of the whole social skills (which includes both verbal and non verbal communication skills) the ability to form interpersonal relationships, be well-liked in group, the ability to achieve the goals. Management has the competence to disclose not only the knowledge and experience, but personal qualities / characteristics as well. Personal competence - the self-assessment of skills and personal characteristics of the combination (of humor to work, motivation, development and the desire to work, and beyond), which is not the level of knowledge, but the employee's personal characteristics (personal qualities, character and mental qualities, behavioral targeting). Therefore, a lot of career success depends on how the graduate is able to evaluate a particular enterprise or workplace evolving situation and adopt a self-optimal management decisions. Of course, professional, capable practical situations to make the right transportation management solutions, development inevitably must rely on general subjects; the learning is based on certain definitions and classification of knowledge systems. In this article will be submitted to the Lithuanian and Slovenian transport expertise in the study results.

Facets of Type A personality and pay increase among the employees of fast food restaurants

Employee satisfaction continues to be a key to an understanding of relatively high turnover rates within the hospitality industry. The present study explores the personality characteristics of employees who receive pay increases in the restaurant industry. One of the two facets of Type A personality ‘achievement striving’ was found to be positively related to all three measures of pay increases but the other facet ‘impatience and irritability’ was not related. The implications of the findings for selection, retention and motivation of restaurant employees are discussed.

?Good Cause Beliefs? in an ?At-Will World?? A Focused Investigation of Psychological Versus Legal Contracts

This study assesses the psychological contracts of a group of at-will employees and compares their relevant psychological contract beliefs with the terms of the controlling legal employment contract. In addition, we test specific hypotheses regarding the relationship between employers’ formal job security policy (employment at-will vs. “good cause” protection, and employee personal characteristics; equity sensitivity, organizational tenure) to 2 focal psychological contract beliefs (the employer’s obligation to have a good reason to discharge the employee, and the employee’s reciprocal obligation to have a good reason to leave his/her employer). These issues are investigated using survey data sampled from 15 diverse U.S. organizations, and independently collected information regarding organizations’ job security policies. The results provide evidence of a widely shared psychological contract belief that, despite explicit at-will policies, U.S. employers are highly obligated to have a good reason to discharge employees. Further, personal characteristics are more strongly related to the focal psychological contract beliefs than employer job security policies. The theoretical contribution of the study and its practical implications are discussed.

Employee Creativity: The Role of Leadership

The article focuses on a research by Pamela Tierney, Steven Farmer, and George Graen on the role of leadership in employee creativity. Their research found that employee characteristics, supervisor characteristics, and the relationship between employees and their supervisors plays a significant role in determining the level of creative performance of employees. The study revealed some interesting associations between employee personal characteristics, leader-employee relationships, and creative performance. They found that employees higher in innovative cognitive style and intrinsic motivation often had higher creativity ratings than those who were lower in these characteristics.

Causes of employee theft and strategies that HR managers can use for prevention

Business losses due to employee theft are estimated to approach $200 billion annually. Why do employees steal? Experts propose many reasons for employee theft, but provide few prevention strategies for human resource managers. In this article, the authors explore the various causes of employee theft, from employee personality characteristics, to the social environment, to flaws in the organization's control system. From this analysis, guidelines for theft prevention strategies are offered. Since strategies may involve top-down control or trust-building experiences for employees and managers, HR managers are encouraged to implement those strategies that fit their organization. © 2000 John Wiley & Sons, Inc.

Causes of employee theft and strategies that HR managers can use for prevention

Business losses due to employee theft are estimated to approach $200 billion annually. Why do employees steal? Experts propose many reasons for employee theft, but provide few prevention strategies for human resource managers. In this article, the authors explore the various causes of employee theft, from employee personality characteristics, to the social environment, to flaws in the organization's control system. From this analysis, guidelines for theft prevention strategies are offered. Since strategies may involve top-down control or trust-building experiences for employees and managers, HR managers are encouraged to implement those strategies that fit their organization. © 2000 John Wiley & Sons, Inc.