Volume 3, Issue 2 (july 2019)                   ohhp 2019, 3(2): 178-187 | Back to browse issues page


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KARIMI J. The Relationship between the Big Five Personality Factors and Work Engagement in Malayer University Staff. ohhp. 2019; 3 (2) :178-187
URL: http://ohhp.ssu.ac.ir/article-1-157-en.html
Department of Psychology, School of Literature and Humanity Sciences, The University of Malayer, Malayer, Iran
Abstract:   (1851 Views)
Background: Human resource is among the factors that influence the survival of organizations. It has always been considered by organization managers and officials. The aim of this study was to determine the relationship between big five personality and work engagement among Malayer University staff.
Methods: This descriptive correlation study was conducted among the Malayer University staff. A total of 140 employees were selected by convenience sampling. Measurement tools in the study were: The Big Five Inventory (NEO) and Utrecht Work Engagement Scale. The data were analyzed by descriptive statistics (mean and standard deviation), Pearson’s correlation coefficient, as well as multiple linear regressions. The collected data were analyzed using SPSS-v 22.0.
Results: Pearson correlation analysis showed that work engagement had a significant positive relationship with conscientiousness (P<0.001, r= 0.71), openness to experience (P<0.001, r= 0.78),   and extraversion (P<0.001, r= 0.76). Furthermore, a negative relationship was found between neuroticism (P<0.001, r=- 0.72), and work engagement. Multiple regression analysis also showed that extraversion (P<0.001, B= 0.29) and openness to experience (P<0.001, B= 0.27) had a positive relationship with work engagement. However, neuroticism (P<0.001, B= - 0.40) had a negative relationship with work engagement. Extraversion, openness to experience, and neuroticism were the predictive factors for work engagement and explained 40% of the variation in staff’s work engagement.
Conclusions: Results indicated that neuroticism was the best predictor of work engagement and acted as a vulnerability factor. In other words, staff with stronger neuroticism have more work problems, such as low motivation and decreased performance.
 
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Type of Study: Research | Subject: Statistical
Received: 2018/10/6 | Published: 2019/09/15

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