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1 ASIAN JOURNAL OF MANAGEMENT RESEARCH Online Open Access publishing platform for Management Research Copyright 2010 All rights reserved Integrated Publishing association Review Article ISSN Personality traits in relation to Job satisfaction of Management Educators Harold Andrew Patrick Coordinator OB and HRM Christ University Institute of Management ABSTRACT Personality is one among the many factors that act as a source of job satisfaction Locke (1976). The idea can be traced back to the Hawthorne Studies (Roethlisberger, 1941). Schneider and Dachler (1978), noted that job satisfaction seemed very stable over time, and that it might be the product of personality traits. 175 management faculty members from 25 business schools were surveyed adopting standardized tools. This study assesses Big Five personality traits and General Job Satisfaction. The findings will aid management institutions in selecting, and retaining faculty as higher job satisfaction is linked to higher levels of productivity, effectiveness and commit. Key words: Personality trait, management education, teachers. 1. Introduction Job satisfaction is an important topic in organizational research because of its many effects on the overall well being of the organization. Satisfied employees create a more positive working environment for organizations. Personality has been considered as one among the many factors, that act as sources of job satisfaction (Locke. 1976). The idea that job satisfaction may be caused in part by personality can be traced back to the Hawthorne Studies. The Hawthorne researchers noticed that certain individuals, whom they called the chronic kickers, were continually complaining about the job (Roethlisberger, 1941). No matter what the researchers did for them, the chronic kickers always had new complaints. 1.1 Relationship between personality and job satisfaction Researchers have found correlations across assessments of job satisfaction as people change jobs and organizations (Gerhart, 1987; Gupta, Jenkins and Beehr, 1992). Schneider and Dachler (1978) noted that job satisfaction seemed very stable over time, and they speculated that it might be the product of personality traits. Staw and Ross (1985) further explored the satisfaction stability idea by studying the job satisfaction of people who change types of jobs or employers and found that the job satisfaction of these individuals was correlated across jobs and organizations. They concluded that job satisfaction was caused in part by underlying personality. Some people are predisposed to like their jobs, whereas others are predisposed not to like them. Newton and Keenan (1991) found evidence that personality, as well as the job environment is important. They found similar consistency in job satisfaction over time and that engineers who ASIAN JOURNAL OF MANAGEMENT RESEARCH 239

2 changed jobs increased their satisfaction. Dormann and Zaph (2001) conducted a meta analysis showing that job satisfaction was far more stable over time, when people remained on the same job than when they changed jobs, thus, although personality may have contributed to satisfaction, job conditions were also important. Staw et al (1986), studied people s job satisfaction over a span of decades and found that personality assessed in adolescents predicted job satisfaction up to 50 years later. Furnham et al (2002) in two studies investigated the relationships between personality traits and aspects of job satisfaction. They found that in both the studies personality accounted for a small percentage of the total variance both in importance ratings and in levels of job satisfaction. They concluded that personality does not have a strong or consistent influence either on what individuals perceive as important in their work environment or on their levels of job satisfaction. Lounsbury et al (2009) found that business majors scored higher for conscientiousness, emotional stability, extraversion, assertiveness, and tough mindedness, but they scored lower on agreeableness and openness. All of the traits except for agreeableness and tough mindedness correlated significantly and positively with life satisfaction. Lounsbury et al (2003) research revealed three personality traits consistently related to career satisfaction: emotional resilience, optimism, and work drive in initial and holdout samples as well occupational groups. Personality traits correlated with career satisfaction included the Big Five traits of conscientiousness, extraversion, and openness and other, narrower traits, such as assertiveness, customer service orientation, and human managerial relations orientation. A study by Acuna, Gomez, Juristo (2009) analysed the relationships between personality, team processes, task characteristics, product quality and satisfaction in software development teams. They found that the teams with the highest job satisfaction were precisely the ones whose members scored highest for the personality factors agreeableness and conscientiousness. Lounsbury et al (2007) examined personality traits in relation to job satisfaction and career satisfaction for 1059 information technology (IT) professionals. As hypothesized, eight traits were significantly related to both job and career satisfaction: Assertiveness, Emotional Resilience, Extraversion, Openness, Teamwork Disposition, Customer Service Orientation, Optimism, and Work Drive. Career satisfaction correlations were of generally higher magnitude than corresponding job satisfaction correlations. Judge, Bono and Locke (2000), conducted a long term study in childhood and again in adulthood and found people who scored high in esteem and efficacy, and low in neuroticism, and showed an internal locus of control, showed significantly higher job satisfaction in their middle adult years than did people who scored in the opposite direction. Thus, personality factors measured in childhood showed a direct relationship to job satisfaction measured some 30 years later. Results revealed that core self evaluations measured in childhood and in early adulthood were linked to job satisfaction measured in middle adulthood. Furthermore, job complexity mediated part of the relationship between both assessments of core self evaluations and job satisfaction. 1.2 The Need and Purpose of this Study The need and purpose of this study was based on the review of literature that strong relationship exists between personality and job satisfaction. There was little or no research done on ASIAN JOURNAL OF MANAGEMENT RESEARCH 240

3 management faculty and within the academic context and the present study is an in depth exploration of this relationship will definitely help management leaders to find ways and means to meet challenges that require a new understanding in the faculty attraction, selection and retention space. This study attempts to add to the dynamics of personality and job satisfaction in management institutes in India. The primary aim of the study was to find out the relationship between the Big Five personality traits and Job Satisfaction and the secondary objective was to find out if personality traits (conscientiousness, agreeableness, neuroticism, openness, and extraversion) and job satisfaction (Intrinsic, Extrinsic, and General) are dependent on Demographics (gender, age group, marital status) 2. Statement of the Problem Personality traits in relation to job satisfaction of management educators. 2.1 Hypotheses Hypothesis 1: There is no significant relationship between big five personality traits and job satisfaction. Hypothesis 2: There are no significant differences across demographic groups and big five personality traits and job satisfaction. 2.2 Sample Size and Technique Adopted 175 faculty members with at least two years of teaching experience from 25 business schools from Bangalore, Chennai, Bombay and Delhi were asked to fill in the questionnaires. The questionnaire was administered and mailed to 300 faculty members chosen randomly satisfying the inclusion criterion. The number of people who returned the questionnaire was 175 in the areas of Marketing, Finance, Organizational behaviour and Human resource management, Production and operations Management and General management. 3. Data Collection Instruments Part I consisted of respondent profile items. Part II consisted of a reliable and valid instrument The Big Five Inventory (BFI) is a 44 Question Personality Test developed by Oliver P. John, Ph.D. and V. Benet Martinez in It provides a score for each of the Big Five personality traits (Conscientiousness, Agreeableness, Emotional Stability, Extroversion and Intellect or Openness). The Cronbach s α reliability test on the instrument for this sample revealed that the reliability was α= Openness appreciation for art, emotion, adventure, unusual ideas, imagination, curiosity, and variety of experience. 2. Conscientiousness a tendency to show self discipline, act dutifully, and aim for achievement; planned rather than spontaneous behavior. 3. Extraversion energy, positive emotions, urgency, and the tendency to seek stimulation and the company of others. ASIAN JOURNAL OF MANAGEMENT RESEARCH 241

4 4. Agreeableness a tendency to be compassionate and cooperative rather than suspicious and antagonistic towards others. 5. Neuroticism a tendency to experience unpleasant emotions easily, such as anger, anxiety, depression, or vulnerability; sometimes called emotional instability. Part II consisted of a reliable and valid instrument Minnesota Satisfaction Questionnaire (MSQ) Short Form, developed by David J. Weiss, Rene V. Dawis, and Lloyd H. Lofquist, (1966). 20 item short version was used in this study measuring. The Cronbach s α reliability test on the instrument for this sample revealed that the reliability was α= Intrinsic satisfaction refers to the nature of the job tasks themselves and how people feel about the work they do. 2. Extrinsic satisfaction concerns other aspects of the work situation, such as fringe benefits and pay. 3. General satisfaction is the sum of intrinsic and extrinsic satisfaction. 3.1 Respondent Profile 42 % of the respondents were in the age group yrs followed by 26% below 30 yrs, 17% (40 49 yrs), 10% (50 59 yrs), and 5% were 60 yrs and above. The male respondents constituted 45% and the female respondents were 55%. 89% of the respondents were married and 11% were single. 4. Results and Discussion 4.1 Personality Traits of Management faculty members Table 1: Indicating mean for the Big Five personality traits Big Five Mean Agreeableness 4.19 Conscientiousness 4.11 Extraversion 3.76 Openness 3.75 Neuroticism 2.14 It was found that agreeableness among the faculty members was high (4.19) which indicates their compassionate and cooperative tendency. They were also high in conscientiousness (4.11) exhibiting tendency to show self discipline, act dutifully, and aim for achievement. They showed moderation in extraversion (3.76) and openness (3.76). This indicates their positive emotions, urgency, and the tendency to seek stimulation and the company of others and also appreciate art, emotions, adventure, unusual ideas, imagination, curiosity, and variety of experience. The faculties were found to be lowest in neuroticism (2.14) which is a good sign and indicates that they have fewer tendencies to experience unpleasant emotions easily, such as anger, anxiety, depression, or vulnerability; sometimes called emotional instability. ASIAN JOURNAL OF MANAGEMENT RESEARCH 242

5 4.2 Job Satisfaction of Management faculty members Table 2: Indicating mean for job satisfaction Job Satisfaction Mean Intrinsic 3.92 Extrinsic 3.44 General 3.75 It was found that intrinsic satisfaction among the faculty members was high (3.92) which indicates their higher sense of inner fulfillment and pride achieved as a management faculty. For them job satisfaction occurs when they feel they have accomplished something having importance and value worthy of recognition. Their extrinsic satisfaction (3.44) was low. For them the conditions of work, such as their pay, coworkers, and supervisor were not very important. Their general satisfaction (3.75) was high indicating their overall high job satisfaction. 4.3 Hypotheses Testing Hypothesis 1: There is no significant relationship between big five personality traits and job satisfaction. The hypothesis is rejected and the alternate hypothesis is accepted as there is a significant positive relationship between extroversion and extrinsic (.386**) and general satisfaction (.246*), Significant negative relationship between neuroticism and extrinsic (.204**), intrinsic (.257**) and general satisfaction (.263**). However the strength of the relationship is low to moderate. More the characteristics such as excitability, sociability, talkativeness, assertiveness, and high amounts of emotional expressiveness in the faculties more the dependence on the conditions of work, such as their pay, coworkers, and supervisor. Individuals with high emotional instability, anxiety, moodiness, irritability, and sadness experiences lower intrinsic, extrinsic and general job satisfaction. Staw and Ross (1985) also concluded that such a relationship exist between the variables. According to them job satisfaction was caused in part by underlying personality. No significant relationships were found between agreeableness, conscientiousness, and openness and job satisfaction general, intrinsic and extrinsic. Lounsbury et al (2009) also scored lower on agreeableness and openness. Hypothesis 2: There are no significant differences across demographic groups and big five personality traits and job satisfaction. The hypothesis is rejected and the alternate hypothesis is accepted as there are significant differences between demographics and the Big Five personality traits and job satisfaction. ASIAN JOURNAL OF MANAGEMENT RESEARCH 243

6 Table 3: ANOVA for demographics and Big Five personality traits Sum of Squares df Mean Square F Sig. Gender and Big Five Extraversion ** Age and Big Five Conscientiousness ** Agreeableness * Neuroticism ** Openness ** Marital and Big Five Conscientiousness ** Agreeableness ** ** Significant at the 0.01 level. * Significant at the 0.05 level. Significant differences were found between gender and extraversion. Tendency to show excitability, sociability, talkativeness, assertiveness, and high amounts of emotional expressiveness was different for male and female. Significant differences were found between age and Big Five personality traits. However, strong significant differences were found between conscientiousness and Big Five personality traits. Faculty between the age group of had maximum tendency to show self discipline, act dutifully, and aim for achievement; planned rather than spontaneous behavior. Same traits were the least for the age group of This indicates that in the last phase of their career, they become more responsible with high level of thoughtfulness. There were also significant differences between age and Big Five personality traits with respect to openness, neuroticism and agreeableness. Faculties between the age group of were more open in the appreciation for art, emotion, adventure, unusual ideas, imagination, curiosity, and variety of experience where as those between were least open. The reason may be mid life crisis resulting in aversion of risk taking ability. It is also the age when family and social responsibilities are more which again prevents one from being adventurous. Faculties who were more than 60 yrs and those between yrs were high on agreeableness indicating that they are more compassionate and cooperative rather than suspicious and antagonistic towards others, whereas those between years were least compassionate and cooperative. Again the faculties in the age group of yrs were high on neuroticism and those above 60 yrs were least. This indicates that those between yrs were emotionally instable but as they cross 60 yrs, they become more stable in the expression of their emotions which may be due to a sense of fulfillment and accomplishment in life. ASIAN JOURNAL OF MANAGEMENT RESEARCH 244

7 There were also significant differences between marital status and Big Five personality traits with respect to conscientiousness and agreeableness. Married faculties were high on conscientiousness. This indicates that married people were more self disciplined, acted dutifully, and aimed for achievement. They were more planned rather than spontaneous behavior. On the other hand singles were low on conscientiousness indicating that they were less responsible and were less self disciplined. Table 4 :ANOVA for demographics and Job satisfaction Sum of Squares df Mean Square F Sig. Gender and Job satisfaction Extrinsic satisfaction ** Age and Job satisfaction Intrinsic satisfaction ** Extrinsic satisfaction ** General satisfaction ** ** Significant at the 0.01 level. * Significant at the 0.05 level. Significant differences were found between gender and extrinsic job satisfaction. Extrinsic Job Satisfaction is dependent on gender of respondents. Female respondents score high on Extrinsic Job Satisfaction than their Male counterparts. This shows that the female faculties gave more importance to the conditions of work, such as their pay, coworkers, and supervisor to be satisfied. Significant differences were found between age and job satisfaction. All three Extrinsic, Intrinsic & General Job Satisfaction was dependent on Age of the faculties. The faculties in the age group 60 & above scored highest on Intrinsic Job Satisfaction, whereas those in the age groups score the lowest. This shows that those above 60 yrs were more concerned about the nature of the job tasks and what they feel about the work they do whereas those between yrs were more concerned about the conditions of work, such as their pay, coworkers, and supervisor to be satisfied. No significant differences were found between marital status and job satisfaction. 5. Suggestions and recommendations The significant negative correlation between Neuroticism and Intrinsic, Extrinsic, General Job Satisfaction suggests that neurotic individuals i.e., individuals who are emotionally reactive and vulnerable to stress, are more likely to interpret ordinary situations as threatening, and minor frustrations as hopelessly difficult, resulting in decreased levels of Job Satisfaction. Low Job Satisfaction may lead to low productivity, low effectiveness and high levels of absenteeism and attrition. Hence it is very important to choose employees who are low on this negative trait of Neuroticism, i.e., hiring emotionally stable candidates. Personality inventories can be administered on the candidates during selection and only those scoring low on this trait can be considered for appointment. The study has found a positive correlation between Extraversion and Extrinsic, General Job Satisfaction. This means that extroverts assertive, enthusiastic, action oriented individuals ASIAN JOURNAL OF MANAGEMENT RESEARCH 245

8 are more likely to have high levels of Extrinsic Job Satisfaction which concerns with aspects of the work situation, such as fringe benefits and pay, and also Overall Job Satisfaction. Since Job Satisfaction is linked to higher levels of productivity and commitment, it will be wise on the part of the managements to hire extroverts, especially for faculty positions in the Higher Education Sector. Extraversion can be measured using Personality inventories or known by observing the comfort levels and enthusiasm of the candidate during the interview process. According to the study, the Big Five personality trait of Extraversion is dependent on Gender. The female population has scored higher on this trait than their male counterparts. Hence employing more women in the Higher Education sector may be a good idea. This study has found that the respondents in the age group are most neurotic, whereas respondents in the age group 60 & above are least neurotic. Hence the managements must take initiatives to conduct Stress management workshops or Positive Psychology courses to this vulnerable set of people, new hires in this age group (50 59) can be tested for neuroticism before being appointed and retired (above 60) professors are definitely a safe bet for the management, as they show very low levels of neuroticism. Extrinsic Job Satisfaction is dependent on Gender of respondents. Female respondents score high on Extrinsic Job Satisfaction than their Male counterparts. This suggests that male employees are dissatisfied with aspects of work situation like pay, fringe benefits etc, which in turn means that they do not feel suitably and equitably rewarded for their work. Managements must look into it seriously, to understand the expectation of male employees and modify their reward systems accordingly. The study has further found that the respondents in the age group Below 30 score highest on both Extrinsic and General Job Satisfaction The respondents in the age group 60 & above score highest on Intrinsic Job Satisfaction, whereas the respondents in the age group score the lowest in all three categories. This means that younger teachers are better satisfied than their middle aged counterparts who may be in the middle of a mid life crisis. Catch em young can be the mantra of managements while hiring new teachers. Teachers in the age brackets should be provided access to counselors and the chance to have a heart to heart chat with the management to sort out issues in the workplace bothering them, in order to improve their job satisfaction levels. Since Job Satisfaction is found to be independent of marital status, decisions to hire can be based on other factors, rather than marital status of the prospective employee. 6. Conclusion Management faculties play an important contributor role in shaping a student s intellect and hence Job satisfaction assumes great important in this context. Management institutions need to consciously measure personality traits of faculty in recruiting, retaining and developing them. The present study found correlations between, i.e., neuroticism and extraversion, with job satisfaction. This brings to light the fact that, personality tests can prove to be useful in hiring the right candidates, as job satisfaction, almost always leads to higher levels of productivity and effectiveness. ASIAN JOURNAL OF MANAGEMENT RESEARCH 246

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