Karamollah Daneshfard (PhD) Associate Professor of Management Department, Islamic Azad University, Omidiyeh branch. Omidiyeh-Iran

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1 NOVEMBER 202 THE RELATION BETWEEN MANAGERS' PERSONALITY CHARACTERISTICS AND ORGANIZATIONAL COMMITMENT, AND ITS DIMENSIONS IN ISLAMIC AZAD UNIVERSITY EMPLOYEES (FACULTY AND NON-FACULTY MEMBERS) Karamollah Daneshfard (PhD) Associate Professor of Management Department, Islamic Azad University, Omidiyeh branch. Omidiyeh-Iran Appropriate Address: management Department, Islamic Azad University, Omidiyeh branch, University square, Omidiyeh City, Iran. Corresponding author: Karamollah Daneshfard. Management Department, Islamic Azad University, Omidiyeh branch, University square, Omidiyeh City, Iran Abstract This study aims to comparison organizational commitment of employees and managers personality characteristics in Islamic Azad University (IAU). The nature of this research is survey methodology in descriptive type. The statistical Population is all employees includes (managers, staffs and faculties) they are working in the educational, research and support sections of branches universities. To sample, first there was used clustering and then, the affordable number of samples was randomly selected in terms of frequency of employees at IAU. The estimated size samples were 39; When the Cochran s formulas of calculating size were used. In order for collecting the data, there were used two questionnaires; personality characteristics questionnaire (NEO_FFI) and Meyer & Allen s questionnaire. Collected data analyzed using Pearson s correlation. The results indicated that there is significant correlation between agreeableness and neuroticism characteristics of managers and employees organizational commitment. There is no significant correlation between extraversion and responsibility characteristics of managers and employees organizational commitment. There is reverse correlation between flexibility characteristics of managers and organizational commitment of employees. Keywords: Personality, commitment, Neuroticism, Extroversion, Openness..Introduction We all use the word "personality" in our routine speech. What we probably consider speaking of personality, is a combination of different properties which could be egotism and arrogance, prejudice, mood swings, and someone s values. So what we mean by personality seems to be a combination of someone s actions, thoughts, emotions, and motives that appears in equilibrium with different situations and conditions (Ross, 996). Personality may be the most fundamental part of psychology, because it is the main subject of discussion in the fields such as learning, perception, thinking, emotions and feelings, intelligence and suchlike. In other words, the above elements are personality components. McCrae (987) and Costa (992) have described personality by five dimensions or five main factors include neuroticism, extraversion, openness, agreeableness, conscientiousness. Of these five factors, both extraversion and agreeableness are related to personality traits which have interpersonal nature. Conscientiousness factor essentially involves goal-oriented behavioral manner and impulse control in an acceptable form by society. In neuroticism factor, emotional resilience is against a range of negative emotions such as sadness, irritability, nervous tension, and...; and openness factor also is related to the extent, depth, and complexity of mental, intellectual, and personal experience aspects. COPY RIGHT 202 Institute of Interdisciplinary Business Research 742

2 NOVEMBER 202 In organizational commitment, individual has a strong sense of loyalty towards the organization and would know himself through the organization. Commitment is the linking of individual and his individual actions, that means when the person feels dependence and responsibility for their actions and behavior, commitment would take place. From Porter and colleagues (974) point of view, commitment includes individual's belief in goal acceptance, willingness to exert them, and effort to achieve those goals (Moshabaki, 999). In Meyer and Allen s opinion (99), commitment is a psychosis which causes a kind of desire, need, and requirement for employment in an organization. "Affective commitment" refers to the person's emotional dependency to the organization, "continuance commitment" is associated with the tendency to remain in the organization because of expenses related to leave it, or the consequent rewards of staying in it, and finally "normative commitment" reflects the conscientiousness for remaining as a member of organization (Chong & Miao, 2007). According to researches, three major attitudes which have attracted most attentions are job satisfaction, job dependencies, and organizational commitment. Sumers (995) finds a significant relation between affective and continuance commitment in predicting absenteeism and tending to stay in the organization. So the relation between continuance commitment and mentioned elements would be stronger when the affective commitment is weak. In addition, Jares (997), revealed an important interaction between normative and continuance commitment in connection with displace of individuals; in that case the relation of one kind of commitment to displace is stronger when another kinds of commitment is weaken. Generally, all three types of commitment are positively associated with focal behavioral events, but affective commitment has a stronger relation. The difference between types of commitments is grater in case of optional behavior. Continuance commitment not only doesn t have any relation to optional behavior, but it may also have a negative relation to that. So the different forms of commitment can be combined in a way that they have the most relation to the behavior and performance.. In his researches Finegan (2000), has examined the relation between employees personal and organizational values. His researches results indicate that organizational commitment can be predicted by perception and imagination of staff about values of organization. In addition, each type of affective, continuance, and normative commitment are predicted by, a group and set of values and they are affected by them. Barrick and Mount (993) have reviewed the adjusting role of autonomy about relation between the Big Five personality dimensions and job performance monitoring. Results showed that both conscientiousness and extraversion were significantly associated with job performance. Conscientiousness and extraversion reputation for managers in jobs with low autonomy was larger. Also reputation for being pleasant in jobs with high autonomy was low in comparison with jobs with less autonomy, but their correlation was negative. Timmerman, (2004) studied the relation between measurements of modified five factors personality questionnaire and staff job performance. Among the Big Five dimensions, both conscientiousness, and pleasance were significantly and positively associated with level of performance. In procedures level, five procedures were significantly associated with performance: basic search, conductance, competence, obedience and effort for development. Frost (2002) based on conducted researches a positive and significant relation is obtained between individuals personality type and their job satisfaction in many studies. Foroughi, (996) has reviewed the relation between different kinds of nurses personality types and their job satisfaction in Khorramabad hospitals. The results showed that there is no significant relation between job satisfaction and personal characteristics of extraversion and acceptability for society. Personal characteristics of Emotional instability and psychotics had a significant relation with each other and with job satisfaction. Najafkhani (2007) has examined the relation between personality traits and job satisfaction of staff in Ministry of Health and Medical Education in Tehran. Results show that there is a relationship between job satisfaction and personality dimensions. - Although this COPY RIGHT 202 Institute of Interdisciplinary Business Research 743

3 NOVEMBER 202 relation is negative for openness variable, but it is positive for extraversion. 2 There is no relation between job satisfaction variable and neuroticism, there is no relation between job satisfaction variable and agreeableness, and there is no relation between job satisfaction variable and conscientiousness. Collins and Gleaves (998) examined five factors model of personality in samples of American, African and Caucasian races in order to use in employment of job applicants. Results supported sing the five-factor theory for both groups. In other words, for the most part, the five-factor model was appropriate similarly for American, African, and Caucasian applicants. On the other hand, all factors had high internal consistency for responses of both groups. In a Meta analysis, confirmed the relation between personality traits and job satisfaction, so that neuroticism had a strong correlation with job satisfaction, and it was followed by conscientiousness and extraversion. Agreeableness and being pleasant didn t reveal any relation with job satisfaction. Hence people with poor neuroticism and strong extraversion and conscientiousness are likely to be satisfied with their jobs. Generally the objects of this study consist of investigating the relation between managers personality traits and organizational commitment and its dimensions in personnel, knowing the organizational commitment level of employees, identifying the level of organizational commitment and its dimensions (affective, continuance, and normative) on staff, examining the relation between five dimensions of managers personality (neuroticism, extraversion, openness, agreeableness, and conscientiousness) and employees organizational commitment. 2. Literature review 2.I. Personality All over behavior is somewhat shaped by our personalities. When we talk about personality, we don t mean that a person has charm, a positive attitude toward life, a smiling face. When psychologists talk of personality, they mean a dynamic concept describing growth and development of a person s whole psychological system. When psychologists define personality, they tend to refer to qualities within a person, characteristics of a person s behavior, or both. In a new-famous definition, psychologist Gordon Allport mentioned both inner qualities and behavior, but he emphasized the inner qualities; personality is a dynamic organization within the individual of those psychological systems that determine his unique adjustments to his environment (Allport, 937). Personality has been studied in a number of different ways. The first approach, theory construction, was popular for many years. As a result we have many board personality theories. Most of these theories can be grouped into four categories: ) type and trait approaches, which focus on people characteristics-stubbornness, shyness, and so forth- and how these characteristics are organized into system; 2) dynamic approaches, which emphasize on going interactions among motives, impulses, and psychological processes; 3) learning and behavioral approaches, which emphasize the ways habits are acquired through basic conditioning or learning processes; and 4) humanistic approaches, which emphasize the self and the importance of the individual s subjective view of the world. The most important reason managers need to know how to measure personality is that research has shown that personality tests are useful in hiring decisions. Score on personality tests help managers forecast who the best bet for the job is (Zee, Zaal & Piekstra, 2003). 2.. The Myers-Briggs type indicator The Myers-Briggs type indicator (MBTI) is the most widely used personality assessment instrument in the world.0 MBTI is a 00-question personality test that tap four characteristics include; extraverted versus introverted, sensing versus intuitive, thinking versus feeling and judging versus perceiving The big five personality model This tests typically the Big Five Model, or the Big Five. An impressive body of research supports its thesis that five basic dimensions underlie all others and encompass most of the significant variation in human personality (Carrick and Mount, 2005). The big five factors are: COPY RIGHT 202 Institute of Interdisciplinary Business Research 744

4 NOVEMBER Extraversion; a personality dimension describing someone who is sociable, gregarious and assertive Agreeableness; a personality dimension that describes some who is good natured, cooperative, and trusting Consciousness; a personality dimension that describes someone who is responsible, dependable, persistent, and organized Openness to experience; a personality dimensions that describes who in terms of imagination, sensitivity, and curiosity Neuroticism; the dimension taps a person s ability to withstand stress. People with positive emotional stability tend to calm, self-confident, and secure versus negative emotional stability like nervous, depressed and insecure. 2.2 commitment One of most important and major job attitudes is organizational commitment. commitment was defined as; a state in which employee indentifies with a particular organization and its goals and wishes to maintain membership in the organization (Timer and Robinson, 2004). There are three separate dimensions to organizational commitment (Foti and Hauenstein, 2007) Affective commitment; this dimension has been defined as an employee s emotional attachment to identification with and involvement in the organization. Employees with a strong affective commitment will remain in the organization because they want to (daneshfard, 202) Continuance commitment; this dimension on the other hand is the perceived economic value of remaining with an organization compared to leaving it. An employee may be committed to an organization because he or she is paid well and feels it would hurt him or her family to quit Normative commitment; employees whose commitment to the organization is said to be of the normative type remains in the organization simply because they believe they ought to. The factor structure of Allen and Meyer s (996) organizational commitment scale has been examined in several studies.. Some of these studies include measures from all the three components (affective, continuance, and normative) whilst others focus only on affective commitment measure and/or continuance commitment measure. Studies have provided empirical support to demonstrate that the components are indeed distinguishable from one another (Mc Gee & Ford, 987). To date, no empirical effort has been made to test and validate Allen & Meyer organizational commitment scale in a library setting, let alone in a Malaysia academic library setting. Only two studies have been reported in the library and information science literature that dealt with the topic of organizational commitment (HoveKamp, 994; Rubin & Buttlar, 992). Rubin & Butllar (992) conducted a study to examine the organizational commitment of high school library media specialist in Ohio. They employed Mowday, Porter and steers and Porter s (979) organizational commitment questionnaire. 3. Research hypothesis. There is significant correlation between manager s neuroticism and employees organizational commitment. 2. There is significant correlation between manager s extraversion and employees organizational commitment. 3. There is significant correlation between manager s openness and employees organizational commitment. 4. There is significant correlation between manager s agreeableness and employees organizational commitment. 5. There is significant correlation between manager s conscientiousness and employees organizational commitment. COPY RIGHT 202 Institute of Interdisciplinary Business Research 745

5 NOVEMBER Methodologies This study is descriptive and based on collecting the information is surveying type and based on data analyzing is correlation. This study objectively is of applied type by exact compare different particulars this study toward its objectives. 4.Tools and methods Two questionnaires were considered as a data collection tools. The Meyer & Allen s questionnaire include three aspects (affective, continues and normative) to measurement organizational commitment and measurement personality characteristics used (NEO-FFI) questionnaire. 4..The Meyer & Allen s questionnaire This questionnaire include three aspects (affective, continues and normative) to measurement organizational commitment. The questionnaire include 24 questions and 5 points that numbering on Likert scale. The mark of each test is vacillation on to 5. The validity of questionnaire was verified by apparent validity and using of view experts and researches and reliability of this test were reported by Meyer & Allen is: affective commitment scale 87% continues commitment scale 75% and normative commitment 79%. Analyzing factor also showed that these factors in ordering 58/8%, 4/8%, 5/25% combined total variance Personality characteristics questionnaire (NEO-FFI) This questionnaire is short form of Costa & McCrae s questionnaire was made 985 and includes five aspects (neuroticism, agreeableness, openness, extraversion and consciousness) to measurement personality characteristics of managers. This test includes 60 questions and 5 points that numbering on Likert scale. The mark of each test is vacillation on to 5 and is fit for persons above age 7 years old. McCrae & Costa s report that validity of this scale are as openness 76%, consciousness 63%, and neuroticism, agreeableness and extraversion 68% - 83% ( McCrae & Costa,987). Based on Cronbach s alpha; the reliability of this test were calculated and confirmed in Iran by Amanee (384) as neuroticism 84%, openness 54%, extraversion 66%, agreeableness 55% and consciousness 79%. 4.2 Implementation method This questionnaire comprises information as record, sexuality, education, service area. The statistical population of this study was all of the employees as (managers, employees and faculties) education, research and supportive departments of 4 universities in district 6 of IAU comprising 2469 people. There was used cluster sampling to select statistical sample classified according to three groups (employees and faculties and managers include top and middle managers of branches of IAU).we defined of testing ration in all branches But for choosing the number of people for receiving the surveys, there was used accidental sampling. The number of sample for managers includes 37 and for employees 24 and faculty members include 39 people. Two questionnaires (discussed above) were considered as a data collection tools, and in this study there were used two questionnaires; personality questionnaire for managers and Mayer & Allen s questionnaire for employees. 4.3 DATA ANALYSIS METHOD After collecting and classifying the data, there were used two methods, descriptive and inferential for data analysis. Descriptive statistics has been used for classifying the test group based on different traits, describing the properties of population from frequency distribution tables, frequency percentage, mean, median, mode, histogram and bar charts, min and max. By inferential statistics, Pearson s correlation coefficient used to finding relationship and intensity between personality characteristics of managers and organizational commitment of employees and the organizational commitment s component among employees and faculty members. 5 Results of testing research hypotheses Table : average and Standard deviation of managers personality traits scores characteristics Frequency Minimum Maximum Mean Standard deviation neuroticism /38 6/64 extraversion /43 4/5 flexibility /38 3/88 agreeableness /84 6/24 responsibility /32 3/87 COPY RIGHT 202 Institute of Interdisciplinary Business Research 746

6 NOVEMBER 202 Table shows the frequencies, means, and standard deviations of managers personality traits scores. The above table shows that the highest mean belongs to conscientiousness and lowest mean belongs to neuroticism. In other words, the managers conscientiousness is so high and their neuroticism is very low. After conscientiousness, the highest mean belongs to agreeableness. Table 2: Average and Standard deviation of employees organizational commitment scores Groups Frequency Minimum Maximum Mean Standard deviation Affective commitment /67 5/90 Continuance commitment /03 4/52 Normative commitment /9 7/86 organizationa 533 commitment total score /6 5/26 Table 2 shows means, and standard deviations of employees organizational commitment scores. The above table shows that between the dimensions of organizational commitment, the highest mean belongs to the normative commitment and the lowest mean belongs to the continuance commitment. Table 3: Correlation matrix commitment and its o o 0/360(*) commitment(continuance o 0/543(** 0/725(** organizational 0/793(** 0/799(** 0/905(** Significance level 0/0 (**) Table 3 shows the correlation matrix of the organizational commitment and its. The Pearson s correlation test was used In order to examine the relation. The above table shows that the correlation between and organizational is statistically significant at the level of (P<0.0). The highest coefficient relates to the organizational commitment (normative) subscale and the lowest one relates to the organizational commitment (affective) subscale. Table 4: Correlation matrix commitment employees and its with managers personality traits neuroticism extraversion flexibility agreeableness responsibility o -0/74(*) -0/072 0/72(*) 0/30 0/9 o -0/333(*) 0/255(*) -0/05-0/08 0/04 commitment(continuance o -0/297(*) 0/043-0/07-0/054-0/080 organizational Significance level 0/05 (*) -0/33(*) 0/07 0/034 0/029 0/054 Table 4 shows the correlation matrix of employees organizational commitment and its with managers personality traits. The Pearson s correlation test was used In order to examine the relation. The above table shows that the correlation between the organizational and of affective commitment, continuance commitment, and normative commitment with the neuroticism personality trait in Managers is COPY RIGHT 202 Institute of Interdisciplinary Business Research 747

7 NOVEMBER 202 significant at the level of (P<0.05), but this correlation is reversed. In addition correlation between extraversion personality trait with the organizational and its dimensions is significant only between organizational commitment subscale (continuance) at the level of (P<0.05) and this is a direct correlation. In other words, increasing the managers extraversion leads to increasing the continuance commitment of the staff. Also in checking the table we can see that the direct correlation between organizational commitment subscale (affective) and the managers agreeableness personality trait is significant at the level of (P<0.05). This is a direct correlation and there is no correlation between the other dimensions of organizational commitment and commitment total score with agreeableness. 6 Research hypotheses The first hypothesis There is meaningful relationship between the managers neuroticism personality trait and the employees organizational commitment Table 5: Correlation managers' neuroticism personality trait and commitment employees neuroticism organizational - 0/33(*) 0/793(**) 0/799(**) 0/905(**) of -0/74 (*) of - 0/360(*) 0/333(*) commitment(continuance) of - 0/543(**) 0/725(**) 0/297(*) Significance level 0/0 (**) and Significance level 0/05 (*) Table 5 shows the correlation between managers' neuroticism personality trait and organizational commitment of employees. The Pearson s correlation test was used in order to examine the relation. The above table shows that the inverse correlation between the affective commitment, continuance commitment, and normative commitment and the organizational with managers neuroticism personality trait is significant at the level of (P<0.05). The Second hypothesis There is meaningful relation between the managers extraversion personality trait and the employees organizational commitment. Table 6: Correlation extraversion personality trait of managers and commitment employees extraversion organizational 0/07 of -0/072 of 0/255(*) commitment(continuance) of 0/043 Significance level 0/0 (**) and Significance level 0/05 (*) 0/793(**) 0/360(*) 0/543(**) 0/799(**) 0/725(**) 0/905(**) Table No. 6 shows the correlation between extraversion personality trait of managers and organizational commitment of employees. The Pearson s correlation test was used in order to examine the relation. The above COPY RIGHT 202 Institute of Interdisciplinary Business Research 748

8 NOVEMBER 202 table shows that the correlation between the managers extraversion personality trait with continuance organizational commitment of staff is statistically significant at the level of (P<0.05). The Third hypothesis There is meaningful relation between the managers flexibility personality trait and the employees organizational commitment. Table 7: Correlation flexibility personality traits of managers and commitment employees Flexibility organizational of of commitment(continuance) 0/034 0/72 (*) - 0/05 0/793(**) 0/360(*) 0/799(**) 0/905(**) of - 0/543(**) 0/725(**) 0/07 Significance level 0/0 (**) and Significance level 0/05 (*) Table 7 shows the correlation between flexibility personality traits of managers with the employees organizational commitment. The Pearson s correlation test was used in order to examine the relation. The above table shows that the direct correlation between organizational commitment subscale (affective) and the managers flexibility personality traits is significant at the level of (P<0.05). The Fourth hypothesis There is meaningful relation between the managers agreeableness personality trait and the employees organizational commitment Table 8: Correlation agreeableness personality trait of managers and commitment employees agreeableness organizational 0/029 of 0/30 of commitment(continuance) - 0/08 0/793(**) 0/360(*) of Significance level 0/0 (**) and Significance level 0/05 (*) 0/799(**) 0/905(**) Table No. 8 shows the correlation between agreeableness personality trait of managers and the organizational commitment of employees. The Pearson s correlation test was used in order to examine the relation. The above table shows that the correlation between the managers agreeableness personality traits and organizational commitment of staff is statistically significant at the level of (P<0.05). The Fifth hypothesis There is meaningful relation between responsibility personality traits of managers and the employees organizational commitment. COPY RIGHT 202 Institute of Interdisciplinary Business Research 749

9 NOVEMBER 202 Table 9: Correlation responsibility s personality traits of managers and commitment employees responsibility organizational 0/054 of 0/9 of 0/04 commitment(continuance) of - 0/080 0/793(**) 0/360(*) 0/543(**) 0/799(**) 0/725(**) 0/905(**) Significance level 0/0 (**) and Significance level 0/05 (*) Table No. 9 shows the correlation between responsibility personality traits of managers and organizational commitment of employees The Pearson s correlation test was used in order to examine the relation. The above table shows that the correlation between responsibility personality traits of managers and organizational commitment of employees is not statistically significant at the level of (P<0.05). 6. DISCUSSION AND CONCLUSION Correlation and regression analysis results indicate that there is an inverse relation between neuroticism personality traits of managers and affective, continuance, and normative organizational commitment of employees. It means the less rate of neuroticism personality traits of managers leads to the more organizational commitment of employees. In researches that has done in this field, Akvanyan (200), and Najafkhani (2007) did not obtain any significant association in this context, who also didn t find any significant relationship between the neuroticism trait and academic achievement of students. The present study is not consistent with the studies listed above. Given the characteristics of passive, sad and negative emotions in people who suffer from neuroticism, we can expect that all of these emotions affect on their job and make their relations with subordinates and employees displeasing. So we conclude that neurotic managers may affect negatively on organizational commitment of employees. there is an inverse relationship between flexibility personality traits (openness) of managers and staff organizational commitment (affective) in the present study, that this finding is significantly consistent with the results of Akvanyan (200), research but it doesn t have any direct and inverse consistency with that results. According to studies, men and women with a low flexibility score, have tendency to behave conventionally and to keep their perspective. They prefer familiar people and their emotional responses are very limited. Flexible people are mutually non-traditional and unconventional. There is a significant relationship between the managers personality traits of extraversion and staff organizational commitment (continuance), in this study that these results are somewhat consistent with results obtained by Akvanyan (200), and Foroughi (996). It seems that the extrovert people can easily communicate with others especially the staff and subordinates, because they tend to have social contact with others and socialize well with other people and their emotions are more experienced and this can have a positive impact on the employees' affective organizational commitment. It means that increasing the extraversion of the directors lead to increasing the affective commitment of employees. There is a significant relationship between personality agreeableness personality traits of managers and organizational commitment of employees in this study. It means the more rate of agreeableness of managers leads to the more organizational commitment of employees. This finding is consistent whit results of Akvanyan (200) and Salehi (2006), but is not consistent with the results of Najafkhani (2007) and Judge, Heller, and Mount (2002). Agreeableness like extraversion is primarily a dimension of interpersonal desires. An agreeable person is essentially philanthropist, has sympathy towards others, is eager to help, and believes that others are mutually helpful. Against a non agreeable is militant than others, egocentric and skeptical and is more competitive than cooperative. There was not any relationship between conscientiousness personality traits of managers and employees organizational commitment. These results are not consistent with Akvanyan (200), and Heller, Judge, and Monte (993) findings, but they are consistent with Foroughi (996) and Najafkhani (2007) findings who did not obtain any significant relationship. COPY RIGHT 202 Institute of Interdisciplinary Business Research 750

10 NOVEMBER 202 References Akvanyan, K (200), surrey relationship between personality characteristics of managers and organizational commitment and job satisfaction employees, Azad University, Tehran Science and Research, M.A Thesis. Allport, G. w. (937). Personality; a Psychological Interpretation. New York: Holt, Rinehart & Winston. P. 48. Amany,(2005), surrey relationship between style personality characteristics in the sense of gender, School of Psychology and Educational Sciences, Shahid Beheshti University. M.A Thesis. Bar rick, M. R & Mount, M. K (2005). Yes, personality Matters: Moving on to more important matters. Human Performance 8, no. 4, PP Chang, H. T., Chi, M. W, & Miao, M. C. (2007). Testing the relationship between three component organizational / occupational commitments and organizational / occupational turnover intention using a nonerecursive model, journal of vocational behavior 2, Collin, J. M,& Gleaves, D. H (998) Race, job applicants, and the five-factor Model of personality: Implications for Black psychology, industrial organizational psychology, and five factor theory Daneshfard, K. & Ekvaniyan, K. (202). Commitment and Job Satisfaction in Islamic Azad University. International Journal of Contemporary Research in business, VOL 3, No, 9. Finegan, J. (2000).The Impact of Person and Values on Commitment. Journal of Occupational a Psychology, 73,49 Foti, R. J., & Hauenstein, M. A. (2007). Pattern and Variable Approaches in Leadership Emergence and Effectiveness, Journal of Applied Psychology, March 2007, pp Frost, Z. (2002), review and compare the resource of control and marital satisfaction among women, teachers and housewives in Tehran, University of Teacher Training. M.A Thesis. Jafarzadeh, M(996), Assessment of employees' commitment refined oil products and its relationship with some demographic characteristics, Azad University, Tehran Science and Research, M.A Thesis. Hovekamp, T. M. (994). Commitment of Professional Employees in union and non union research libraries. College and Research Libraries, VOL 43. Judge, Timothy, A. Heller, Daniel, & mount Michael, K (2002), five factor model of personality and job satisfaction: A meta-analysis. Journal of Applied Psychology, Gun, VOL 87, No 23, 530- Laka- Mathebula, R. (2004), modeling the relationship between organizational commitment, leadership style, human resources management practices and organizational trust; university Retrieved. McGee, G. M., & Ford, R. C. (987). Two (or more) dimensions of organizational commitment: Reexamination of the affective and continuance scales. Journal of Applied Psychology, VOL 74: McCrae, R. R., & John, O. P. (992). An introduction to the five-factor model and its application. Special Issue: the five-factor model: issues and applications. Journal of Personality, 60, McCrae, R. R., & Costa, P.T. (987).Validation of the five factor model of personality across instruments and observers. Journal of personality and social psychology, 52, pp Meyer, J. P., & Allen, N. J. (99). A three Components Conceptualization of organizational commitment. Human Resource management Review, VOL : 6-89 Moshbaki,A(999), commitment and work ethic and business development, cultural cooperation. No. 2. pp Mowday, T., Steers, R. M. & Porter, L. W. (979). The measurement of organizational commitment. Journal of Vocational Behavior, VOL 4: Najaf Khani, S. (2007) surrey relationship between personality characteristics and job satisfaction of staff, Ministry of Health and Medical Education Tehran, Islamic Azad University, Tehran Science and Research, M.A Thesis. Robbins, S.P (2005). Behavior, Ed. New York: Prentice-Hall Ross, A (996), Psychology, Personality, Translator: Jamal far. Siavash, second edition, Tehran, the publication: Ravan. Rubin, R. & Butllar, L. (992). A study of the organizational commitment of high school library media specialists in Ohio. Library quarterly, VOL 62, No. 3: Timer, M. & Robinson, M. D. (2004). Knowing good from bad: The Paradox Neuroticism, Negative Affect and Evaluating Processing. Journal of Personality and Social psychology 87, no. 6, PP Timer man, T, A (2004). Validity study: relationships Between Neo PI- R personality Measures and job performance Ratings of Inbound call center Employees COPY RIGHT 202 Institute of Interdisciplinary Business Research 75