The mediating role of organizational commitment on

the nexus of big-five personality traits & job

satisfaction: An analysis of pandemic hit bankers of
Assam

ABSTRACT
The importance of the banking sector as one of the pillars of the service sector of India is worth mentioning.
Similarly, the importance of a satisfied and committed workforce in any sector is indisputable. A satisfied
and committed workforce can create or ruin a company’s success story. Hence, it is crucial to understand and
comprehend the factors that help in building job satisfaction and organizational commitment in employees.
Similarly, it is understandable that each employee is unique and possesses certain qualities that differentiate
him from others and which have a significant effect on his/her sense of dedication towards his work. Many
personality psychologists have hypothesized the influence of the Big Five personality traits on the level of
employee’s organizational commitment as well as job satisfaction. Hence, this study has been conducted to
further investigate the probability of attaining a significant influence of big five personality traits on
organizational commitment and job satisfaction. This study has been conducted taking data from employees
of three leading private sector banks of Silchar, namely, Axis Bank, ICICI Bank, and HDFC bank, with an
aim to understanding which of the five personality traits, viz., Openness to experience, Extraversion,
Agreeableness, Conscientiousness, and Neuroticism, when combined with Organizational commitment might
have a significant effect on job satisfaction. The collected data has been analyzed with the help of various
tests such as Karl Pearson’s Correlation, stepwise Regression analysis, and ANOVA tests in the statistical
tool SPSS. After careful analysis of the data, it has been found that the personality trait Agreeableness along
with organizational commitment can be a significant predictor of job satisfaction. Also, Extraversion and
Conscientiousness have a positive significant correlation with both organizational commitment and job
satisfaction. Further, among the three components of organizational commitment, Normative commitment
has the most impact on job satisfaction. Among the personality traits, Conscientiousness, Extraversion, and
Openness to experience have a significant impact on Affective commitment while Agreeableness and
Neuroticism do not have any significant impact. While only, Extraversion has a significant impact on
Normative commitment, no personality trait has shown any impact on Continuance commitment. The
gathered insights can help in giving management a better understanding of desirable personality traits during
the hiring process and also in placing employees with teams that will compliment their personalities and
ensure better chances at achieving organizational commitment and job satisfaction.

Keywords:

1.1 BACKGROUND OF THE STUDY

1
In the present fast-changing economic environment organizations that value growth and
dynamicity in their work culture cannot put enough emphasis on the role that Human
Resource Management plays. Organizations that want to succeed in a fast-changing
competitive environment should value their Human resources and consider them as assets
and not just factors of production and profit generation. The present conditions of
dynamicity call for HRM practices in banks to have appropriate HRM strategies, policies,
and practices to meet the organizational goals.

The Indian Banking industry sector which consists of cooperative and commercial
banks has seen some rapid changes in the past two decades. Public and private sector banks
are generally included in commercial banking categories. In regards to the service sector of
the Indian economy, the banking industry is a huge contributor, not only in terms of
revenue generation but also in employment generation. The rapid changes occurring in the
banking sector right from liberalization and privatization of banks can be

2
accommodated only if, enough importance is given in developing the human resources of
the industry. (Suman , 2017)

The Indian banking industry is now in a post-liberalization competitive era and to

survive in this competitive environment, organizations should ensure that its employees
relate to its mission, vision, and goals and commits to his/her role in the organization. To
ensure efficiency, employees should be given more autonomy to make decisions and
manage their daily work themselves. (Mittal & Mittal, 2015)

Individuals filling an organization's various job positions go a long way to bringing it

to its success, whether they are supervisors, staff or contractors. However, when managing
and hiring workers, HR must be mindful of the various characteristic patterns of emotions,
feelings and behaviours that make an individual unique. People choose and are chosen into
certain specific job roles partly due to the innate pattern of thoughts they possess. For
example, some employees are satisfied to do a certain job but they might not be committed
to the particular organization where they are working.

A person’s behaviour in any organization is to a large extent determined by his/her

personality characteristics. The knowledge, skills, and personal abilities of those
employees form the backbone of organizations. These skills and abilities/disabilities can
influence the commitment and satisfaction that the employees attach to their jobs.
Employees in the banking industry develop, offer and deliver services, and the standard of
those services is influenced by the specific idiosyncrasies of his personality. (Bartholomew
C, Awa, and Ukoha, 2016)

1.1.1 BIG FIVE PERSONALITY TRAITS

The big five personality traits are a classification, or combination, for personality traits.
These five traits can be thought of as established tendencies of a person acting in a typical
way under given circumstances that relate to the differences in the behaviour of two
people. These traits are said to be present in a certain degree in every individual and
individuals rating higher in a particular trait are said to identify more with that trait.
Conversely, people rating lower on a particular trait are said to have tendencies opposite to
that trait. American psychologist Goldberg’s groundbreaking work modified Cattell’s 16
“fundamental factors” of personality into five main factors that we know today as the “Big
Five Personality traits”.

The five dimensions of personality are Openness to Experience, Extraversion,

Agreeableness, Conscientiousness, and Neuroticism. (Kumar, Bakhshi & Rani, 2009)

OPENNESS TO EXPERIENCE : Traits tied with this element, are a general love for
creativity, passion, adventure, imagination, and range of different experiences. Behavioural
characteristics that can be related to this dimension include being sophisticated, inquisitive,
imaginative, resourceful, flexible and smart. People who score highly in this dimension are
more likely to be optimistic about learning new things and having new experiences.
(Barrik & Mount, 1991)

EXTRAVERSION : Extraversion trait associates a person to be mostly concerned with

achieving happiness from what is outside. The behavioural tendencies that are associated
with this measure are sociable, gregariousness, assertiveness, communicative, and dynamic
in nature (Barrick & Mount, 1991). Extroverts are generally energy abundant and are
people who are action-oriented.

AGREEABLENESS : This factor includes traits which manifest in behavioural

tendencies such as being courteous, versatile, optimistic, kind-hearted, cooperative,
compassionate, and tolerant (Barrick & Mount, 1991). People scoring highly in this
dimension are generally very accommodating and try to resolve issues by creating a
situation that is beneficial for everybody. They like to keep a balanced and helping attitude
towards everybody and have a propensity to think that other people are also trustworthy
and honest. (Bartholomew C, Awa, and Ukoha, 2016)

CONSCIENTIOUSNESS : This encompasses behavioral traits such as hard work,

achievement-oriented, perseverance, carefulness and obligation (Barrick & Mount, 1991).
Such people also have the inclination to work in a flawless way and get everything done as
smoothly as possible since they consider chaos as stressors for them. They tend to be very
neat, clean, and organised both in their thoughts and their work-places. (Bartholomew C,
Awa, and Ukoha, 2016)

NEUROTICISM : This aspect translates to an individual’s propensity to feel negative

emotions such as anger, hysteria, temperamentality, high-stringing and self-pity. Being
nervous, depressed, frustrated, humiliated, sensitive, worried and insecure are often related
to this behavioural aspect. These people seem to be less accomplished in their occupations
because the behavioural tendencies seem to inhibit rather than facilitate their self-worth.
(Barrick & Mount, 1991).

1.1.2 ORGANIZATIONAL COMMITMENT

As defined by Allen & Meyer (1990), Commitment is described as a behavioural condition

which tends to tie an person to his or her organization. Employees who have a deep
commitment to an organization are less likely to produce (leave) turnover (Allen & Meyer,
1990). Commitment refers to a willingness to be resilient and to combat the desires of
leaving. It is shown that workers who are committed to their job often tend to be
committed to their company and satisfied in general. Such workers are more likely to meet
their professional goals and so are more likely to stay at their current workplace. Thus,
organizations put a lot of emphasis on assuring that employees are committed which
reduces the probabilities of costly turnovers. (Meyer & Allen, 1991)

Based on the three-component model given by Allen and Meyer, commitment can be
divided into three types which are Affective, Continuance, and Normative Commitment.
Effective production and more significant contributions are a consequence of Affective
commitment subsequently being followed by normative and continuance commitment.
(Meyer & Allen, 1991)

AFFECTIVE COMMITMENT : Affective commitment is identified as the emotional

connection and participation of the person with the organisation. When individuals develop
an emotional resemblance to their company they continue to identify with the company's
aims and objectives and assist it in achieving those goals. (Allen & Meyer, 1990).
Employees that are affectively committed to an organization are generally emotionally
invested and keen to put their time and efforts in fulfilling the organizational goal. In line
with this propensity, it can be assumed that people scoring higher in the personality trait
Agreeableness could have a considerable relationship with affective commitment as there
is an underlying factor of emotionality attached to both these factors. Also, individuals that
are identified as being neurotic often experience negative emotions and hence may identify
with this dimension of organizational commitment. (Bartholomew C, Awa, and Ukoha,
2016)
CONTINUANCE COMMITMENT : The Continuance component of organizational
commitment evolves according to the extent or number of individual investments made in
the organization and their supposed lack of options. When individuals invest a
considerable amount of their energy and time in making themselves adept in a particular
job skill, they want that investment to pay off. For this to happen they need to continue
working on that heightened job skill and thus cannot think of leaving the organization. In
conclusion, they have to continue working in the organization because they have to.
Similarly, a shortage of alternative jobs also raises their presumed consequences of leaving
the company. Individuals having cost-based involvement with the organization are said to
relate with Continuance Commitment. (Allen & Meyer, 1990)

NORMATIVE COMMITMENT : Normative commitment comes from a sense of

responsibility on the part of an employee to remain in the organisation. Individuals with
high normative scores appear to feel they have a moral duty to pursue employment with
the company. Employees believe that the company has spent a considerable amount of
time and money for his development and should therefore compensate the company by
continuing to provide their service. (Noraazian & Khalip, 2016). Normative commitment
develops when an individual incorporates a standard of acceptable behaviour within
himself through socialization which acts as conscious or sub-conscious guiding principles.
Strong normative commitment is therefore seen in individuals who feel the need to return
the favour to organisation's rewards. (Meyer & Herscovitch, 2001).

1.1.3 JOB SATISFACTION

Job satisfaction is the degree of workers' contentedness with their job. There are a number
of factors that can affect this, such as an individual’s relationship with his/her superiors,
quality of both physical and psychological work environment, fulfillment from the job
itself, and even the specific attitude and personality of the employee. It is an important
indicator of an employee’s view towards his/her job and also tends to reduce grievances,
absenteeism, and turnover. It is essential for the success of the corporation and creates a
stable workforce. Perceptions are also dictated by employee’s personalities to a
considerable extent. (Aziri, 2011)
2.1 REVIEW OF LITERATURES

Spagnoli, P., and Caetano, A. (2012) stated that the link between Openness and
normative commitment was completely articulated by satisfaction with human resource
policies. Moreover, the association between conscientiousness and normative commitment
is completely influenced when employees are satisfied with human resource practices;
whereas satisfaction is seen to partially influence the link between extroversion and
affective commitment. Their research focused on evaluating the mediating role that job
satisfaction factors played in the nexus of Big Five and organizational commitment.

Alsuwailem, A., and Elnaga, A.A, (2016) studied the link between personality and job
performance. As their findings, they have concluded that a strong connection exists
between consciousness and extraversion with productivity and results respectively. Also, it
is evident from their paper, that there is a negative correlation of Neuroticism and
agreeableness with leadership capabilities. Individuals characterize with conscientiousness
seem to be high performers, while individuals having neuroticism perform poorly at work.
Kamaraj, M., and Thiruvarasi, M., (2017) studied that personality plays an essential role
in balancing emotions and have concluded that Neuroticism does not correlate with
Organizational Commitment and Job Satisfaction although it does have 0.01 level
significant correlations with Emotional Intelligence. Agreeableness and Conscientiousness
have 0.01 level significant correlations with Organizational Commitment and Emotional
Intelligence but no relation with Job Satisfaction. Extraversion has a significant correlation
with Emotional Intelligence but again no correlation is found with Job Satisfaction. Only
one of the five factors that is Openness is found to have a considerable relation with both
emotional intelligence and organizational commitment.

Kumar, K., et al. (2009) investigated the association between five-factor personality traits
and organizational citizenship behaviour (OCB). Evident from their study is the conclusion
that except for Neuroticism, there exists a positive correlation between all the remaining
four personality traits and OCB. After controlling their data for demographic variables and
performing hierarchical regression analysis it has been found that except Openness to
experience, all other traits were valid predictors for OCB.

Arora, R., and Rangnekar, C. (2016) explored the variations of career commitment
factors with five personality factors. It has been found that conscientiousness is a
significant predictor of career identity while agreeableness is an important predictor of
career planning. They have also concluded from their study that, all the three dimensions
of career commitment can be significantly predicted through Openness to experience
dimension.

Furnham, A., et al. (2009) found that, through both correlation and regression analyses,
Conscientiousness had been seen to be significantly correlated with job satisfaction.

Çelik, G. T., and Oral, E. L., (2016) in their paper have investigated the connection that
may lie between demographic characteristics of construction professionals, their
personality traits, and the organizational commitment they hold. According to them, as job
commitment is very essential for timely completion of projects, hiring management level
candidates with the right personalities is vital for attaining organizational commitment.
Their findings showed that conscientiousness and agreeableness are both have a positive
correlation with affective and normative commitment while being in a negative correlation
with continuance commitment. In their study among construction professionals, contrary to
past results, it was found that agreeableness is highly correlated with affective
commitment.

Farrukh, M., et al, (2017) working on the faculty members of Pakistani higher education
institutes have suggested the significant association of agreeableness and organizational
commitment, in shaping the interpersonal and social skills of employees. Findings
suggested that affective commitment has a positive link with extroversion, agreeableness,
as well as conscientiousness with while having a negative association with both
neuroticism and openness to experience.

Khiavi, F.F., et al. (2016) stated that characteristics of personality are essential factors in
shaping organizational engagement and dedicated employees can lead an organization to
great personal and organizational achievements. In their study, they have established that
extroversion, agreeableness, conscientiousness, and even neuroticism, show a positive
association with Continuance commitment. Additionally, normative commitment has a
positive connection with conscientiousness and a negative association with extroversion.
Openness and agreeableness have the most influence on organizational commitment.

Abdullah, I., et al., (2013) studied in the Pakistan context and found that except
neuroticism, all other traits have a positive significance on task performance. In this study
they examined the role of commitment in establishing the effects of personality on job
performance.

Ahmad, J., et al (2014) have concluded that Organizational commitment may have a
moderating role in determining the personality-performance relationships. They have also
summarised that the affective commitment can moderate the extraversion-job performance
relationship as well as the conscientiousness-job performance relationship. On the other
hand, they have found that Continuance commitment facilitates the connection between
neuroticism and job performance.

Chandel, J.K, et al (2011) while exploring the ties between the personality and
organizational commitment have found that Extraversion is the steadiest independent
variable for organizational commitment. The relation among affective and normative
commitment and this personality dimension is positive but negative with continuance
commitment. Neuroticism was correlated significantly negatively with Affective
Commitment while it was significantly positive with continuance commitment. A positive
associated within Conscientiousness and continuance commitment has been seen.

Ziapour, A., et al (2015) in their study have inferred that among the five personality traits,
only conscientiousness and agreeableness have been found to be significantly correlated
with organizational commitment. Further, they have also outlined that there exists a
positive association between personality traits and affective and normative commitment.

Ijaz, M, and Khan, A. (2015) in their research, have shown that there is a strong positive
association between the extraversion and the openness aspect of personality with job
satisfaction. There was also a negative association between Neuroticism and employee
satisfaction rates.

Ahmad, K.Z, et al (2018) have implied that characteristics of personality have a

moderating impact on the association between some elements of organizational climate
and job satisfaction.

Ahmadi, S.A, et al (2012) explored a positive relation between conscientiousness,

agreeableness, and organizational commitment with conscientiousness also depicting a
positive association with organizational performance. Neuroticism showed a negative
relationship with organizational commitment and no relationship with job performance.
Ejikeme, O., et al (2017) found that a substantial relationship exists between the
personality dimensions conscientiousness and agreeableness and affective commitment.
However, they are negatively correlated with affective commitment. Also, it has been
stated that organizational culture has a moderating relationship between personality and
employee commitment.

Yang, C.L, and Hwang, M. (2014) inferred from their study that the performance and
satisfaction aspects of job are at the same time influencing one another. They also claimed
that all five dimensions of personality significantly influence job performance, with
agreeableness having the greatest influence while only extraversion substantially
influences job satisfaction.

Choi, D., et al (2015) have found that all five traits have positive relationships with
affective commitment and normative commitment while Neuroticism, Extraversion, and
Openness to Experience have a negative relationship with continuance commitment.
Agreeableness was most closely related to both affective and normative committment.

Mehr, N.P, and Dashti, F. (2015) in their study concerning nursing managers revealed
that a significant connection exists between organizational commitment and personality
types. They further suggested that when selecting nursing supervisors, personality
characteristics such as extraversion, acceptability and open-mindedness should be
considered to maximize job commitment.

2.2 RESEARCH GAP

Based on the literature review, we may conclude there is sufficient scope for research in
the field of the association between employee personality and job satisfaction. India's
Banking sector plays a very active role in the Indian economy's growth. Collecting surplus
savings of people and making them available for investments, banks help in stimulating the
credit flow of any economy. (Kumari, 2017). It is a well-understood fact that the leash of
organization’s success is in the hands of its employees, and satisfied employees imply a
greater affinity towards success. There are several established factors that contribute to
employee satisfaction such as healthy working conditions, remuneration and appreciation,
benefits, career development, etc. (Sumitha & Padmaja, 2017). But whether these factors
also include the specific personality traits of individual employees is still debatable.
Therefore, more work must be done to investigate the influences of personality traits in
determining the employee’s level of satisfaction.

Also, there seems to be a paucity of research on the topic with reference to the private
banking sector of Silchar town as well as a scarcity of studies where job commitment has
been taken as an intermediating factor between the influences of personality on job
satisfaction.
3.1 SIGNIFICANCE OF THE STUDY

In addition to tailored services, the growth in the private banking industry has created
intense competition in the banking sector, making the market gap is seen to be increasing
as private banks provide enhanced services to their employees as well as customers. It is
noticeable that the personality traits of individual employees affect the degree of their
loyalty to the company which, in effect, has either a positive or negative impact on
intentions of departure.

Thus the research would concentrate on determining which of the big five dimensions
of personality may have an association with job satisfaction and whether organizational
commitment has any major effect on it. The study will probably assist in a enhanced
perception of the desirable characteristics during the initial employee recruitment process.
3.2 OBJECTIVES OF THE STUDY

1. To understand the role of big five personality traits in influencing job satisfaction.
2. To study the association between organizational commitment and job satisfaction

3.3 HYPOTHESES

 H1 : There is no significant impact of Big Five personality traits on Organizational

commitment.
 H1a: There is no significant impact of Openness to Experience on Organizational
commitment.
 H1b: There is no significant impact of Extraversion on Organizational commitment.

 H1c: There is no significant impact of Agreeableness on Organizational commitment.

 H1d: There is no significant impact of Conscientiousness on Organizational

commitment.
 H1e: There is no significant impact of Neuroticism on Organizational commitment.
 H2 : Organizational commitment has no significant impact on Job satisfaction of
employees.

3.4 METHODOLOGY

Target organization: The study will be focused on the leading three Private sector banks
in Silchar, Assam.
Sample Selection: The study will focus on the employees of Axis bank, HDFC bank, and
ICICI bank.
Sampling Technique: Simple Random Sampling

Sample size: The parameters for the calculation of sample size are as under :

 Population Size: 63

 Margin of error: 8% standard error has been taken

 Confidence Level: 90%

 The calculation of the sample size in the software is based on the formulae mentioned
below:
N * z2 * p * q
n =
[e2 (N-1)] + (z2 * p*q)

Therefore the sample size for the proposed study will be 40, as per the calculation
parameter given above.

3.5 DATA COLLECTION

Both primary and secondary sources will be used for collection of data for the study.
 The primary data will be gathered from the chosen banks through structured
questionnaires distributed to the respondents.
 The secondary sources of data will consist of books, journals, reports, and other
published sources.

3.6 VARIABLES
Independent variables :
i. Personality Traits
 Openness to Experience
 Extraversion
 Agreeableness
 Conscientiousness
 Neuroticism
ii. Organizational Commitment

Dependent Variable : Job Satisfaction

3.7 CONCEPTUAL FRAMEWORK

Extraversion

(H1a)
(H2)
Job Satisfaction
Conscientiousnes (H1b)

Openness to Organisational
(H1c) (H1)
experience
Commitment

Agreeableness (H1d)

(H1e)
Fig. 3.1 : Conceptual framework depicting the independent and dependant variables
Neuroticism

DATA ANALYSIS AND INTERPRETATION

4.1 STATISTICAL TOOLS AND TECHNIQUES

The collected data will be analyzed with the help of SPSS software. In order to extract
meaningful information from the collected data, Cronbach’s Alpha Reliability test,
Pearson’s Correlation, and Step-wise Regression Analysis and individual ANOVA tests
will be carried out.

4.2 ANALYSIS OF DEMOGRAPHY

TABLE 4.1 : Demographic variables

Item Responses No. of Respondents Percentage

Less than 25 yrs 9 22.5
26 to 35 yrs 28 70.0

Age 36 to 45 yrs 3 7.5

46 to 55 yrs 0 0
56 yrs and above 0 0
Male 28 70.0
Gender
Female 12 30.0
 Under Graduate 0 0
Graduate 18 45.0
Educational
Qualification Post Graduate 22 55.0
Others 0 0
Married 14 35.0
Marital Status Unmarried 26 65.0
Others 0 0
Less than 3 yrs 19 47.5
3 to 6 yrs 12 30.0
Total Job 7 to9 yrs 5 12.5
Experience
10 to 12 yrs 3 7.5
13 yrs and above 1 2.5
Below 20,000 9 22.5
20,000 to 40,000 24 60.0
Monthly Income
41,000 to 60,000 1 2.5
Above 61,000 6 15.0

Source : Survey N : Number of respondents

Interpretation: From the above Table 4.1, it can be seen that of the 40 respondents, the
majority were in the age group of 26 to 35 years. 70% of the respondents were males with
30% females. Among the respondents, 55% had a Postgraduate degree while 45% had a
Graduate degree. The married population accounted for only 35% of the respondents while
the majority (65%) were unmarried. The majority of the respondents are having a job
experience of only 3 to 6 years in the workplace. Finally, 60% of them had a monthly
income of Rs. 20,000 to Rs. 40,000.

4.3 RELIABILITY STATISTICS

TABLE 4.2 : Cronbach’s Alpha Reliability Statistics

Reliability Statistics

Cronbach's Alpha Cronbach's Alpha Based on Standardized Items N of Items

.854 .871 27

Source : Survey N : Number of respondents

Interpretation : A questionnaire's validity is the extent to which it measures what it is
meant to measure while reliability is its consistent measuring capability. Internal accuracy
is the degree to which scales calculate the same idea in the questionnaire. Alpha values are
directly proportional to the number of items in a questionnaire. Thus, if the number of
items is quite low, it is not easy to generate a higher value of alpha. The normal value for
alpha coefficient ranges between 0 and 1. If the value is nearer to 1 the internal consistency
of the items is greater.

From Table 4.2, we can interpret that the Cronbach’s alpha value is found to be 0.854 for
27 items. Therefore it suggests that the measurement scale items have relatively high
consistency, so it can be considered to be a reliable scale of measurement.

4.4 DESCRIPTIVE STATISTICS

TABLE 4.3 : Descriptive Statistics

Std.
N Mean
Deviation
Openness to Experience 40 1.6417 .47972
Extraversion 40 1.8667 .58373
Agreeableness 40 1.7750 .49721
Conscientiousness 40 1.7250 .47299
Neuroticism 40 2.4667 1.02337
Organizational Commitment 40 1.9833 .65241
Job Satisfaction 40 1.9750 .65818

Source : Survey N : Number of respondents

Interpretation : The above Table 4.3, shows the mean and standard deviation descriptive
scores for the independent and dependent variables.

The measures of central tendency are used to locate the average value of the sample. The
data mean, which is the most widely used central tendency metric, reflects a value that is
the average value of each data. The values of the standard deviation column show an
assessment of the variability. Larger SD values mean that the data points differ largely
from the mean while smaller values mean that the data points are very much identical.
Consequently, the average difference between the data values in the collection and the
mean can be determined from standard deviation. Lower SD values say that data is nearer
to the central value whereas a higher SD value indicates that the data is distributed over a
broad range of values.
From Table 4.3, Standard deviation values show that the homogeneity for the traits
decreases in the order of Conscientiousness, Openness to Experience, Agreeableness,
Extraversion, and Neuroticism, with Conscientiousness being the most homogenous (SD =
0.47299) and Neuroticism being least homogenous (SD = 1.02337).

4.5 CORRELATION ANALYSIS

TABLE 4.4 : Pearson’s Correlation Table

Source : Survey N : Number of respondents

Interpretation : Karl Pearson's Correlation coefficient is used to measure the relationship
between two or more variables. This takes values from -1 to+ 1. The values closer to + 1
suggest a greater positive association between the variables and vice versa. Values nearer
to+ 1, i.e. positive correlations, result in higher scores on one variable leading to higher
scores on the other. A correlation coefficient of zero means there is no correlation between
the variables and thus it will only be zero when the covariance is zero. Since correlation
can measure only a linear relationship between variables, so a value of zero does not
necessarily mean a no relationship between them, as there might be a non-linear
relationship. As a general rule, in SPSS correlation is considered to be statistically
significant when the Significance (2-tailed) is less than 0.01.

In the above Table 4.4, we see that the variables Extraversion and Conscientiousness
have a significantly positive correlation with both organizational commitment as well as
job satisfaction. There is no significant correlation between Openness to Experience and
either Organizational commitment or job satisfaction. Neuroticism has a negative
correlation with both organizational commitment and job satisfaction which is also non-
significant at 0.01 level. Also, organizational commitment has a strong positive correlation
with job satisfaction significant at 0.01 level.

4.6 REGRESSION ANALYSIS

4.6.1 MODEL SUMMARY

TABLE 4.5 : Model Summary Table

Std. Change Statistics

Adjusted
R Error of R
Model R R F df df Sig. F
Square the Square
Square Change 1 2 Change
Estimate Change

.862a .743 .729 .34286 .035 5.080 1 37 .030

a.Predictors: (Constant), Organizational Commitment, Agreeableness

Source : Survey N : Number of respondents

Interpretation : Regression analysis is used to determine the ramification of one or more

(independent) explanatory variables to a (dependent) outcome variable. Regression lets us
specify how well one or more independent variables will estimate a dependent variable's
value. It can also assess the contributions of different independent variables in influencing
the dependent variable as well. The Model summary table of SPSS contains values such as
R; R squared and adjusted R squared. R is the multiple coefficient of correlation between
all the predictive variables and dependent variable. R Square is basically R's squared value
and is used to define the amount of variance indicated by a given set of variables of
predictors. If R-squared values are small it does not always mean that the predicted model
is useless. Similarly larger R squared values do not necessarily imply the model is perfect.
For example, in the case of variables concerning human behaviour, it is quite difficult to
obtain a very high R squared values, mostly because human behaviour is generally very
hard to predict. The values in the adjusted R square column represent the variation that is
caused by those independent variables that in actuality are affecting the dependent
variable. Since correlation only demonstrates the intensity of the relationship between two
variables we need to be using R-squared values that can explain the magnitude of the
variance of one variable on the other.

From the above Table 4.5, it could be said that there is a statistically significant
relationship between independent variables, organizational commitment and
agreeableness with Job Satisfaction. The adjusted R squared value for the the above
regression model is 0.729 which shows that 72.9% of the variation in job satisfaction can
be predicted by these two variables.

4.6.2 COEFFICIENTS TABLE

4.6 : Coefficients Table

Unstandardized Standardized
Coefficients Coefficients
Model t Sig.
Std.
B Beta
Error
(Constant) -.052 .233 -.225 .823

Organizational
.789 .088 .782 8.941 .000
Commitment

Agreeableness .261 .116 .197 2.254 .030

a. Dependent Variable: Job Satisfaction

Interpretation : The regression model as shown in the above Table 4.6, implies that
organizational commitment (p < 0.05, β= .789) is the most statistically significant variable
that has the highest impact on employee Job Satisfaction followed by the personality trait
Agreeableness (p < 0.05, β= .261).
The unstandardized coefficients (B) obtained in Table 4.6, are used to form the
regression equation which is as follows:

Y = -0.052 + 0.789 X1 + 0.261 X2

Where Y stands for the dependent variable and X1 and X2 are the independent variables.

4.6.3 EXCLUDED VARIABLES TABLE

4.7 : Excluded Variables Table

Collinearity
Beta Partial Statistics
Model t Sig.
In Correlation
Tolerance

Openness to Experience -.046b -.467 .644 -.078 .737

Extraversion .032b .244 .809 .041 .424

1
Conscientiousness .087b .891 .379 .147 .734

Neuroticism -.009b -.102 .920 -.017 .930

a. Dependent Variable: Job Satisfaction

b. Predictors in the Model: (Constant), Organizational Commitment, Agreeableness

Interpretation : The determinants that have been excluded from the final regression
model have been illustrated in the above Table 4.7 . It shows that Openness to Experience
(t = -.467, p>.05), Extraversion (t = .244, p>.05), Conscientiousness (t = .891, p>.05), and
Neuroticism (t = -.102, p>.05), plays no significant role in affecting job satisfaction.

4.7 ANOVA ANALYSES

ANOVA (Analysis of Variance) is a statistical tool used to assess whether and which
factors (independent variables) are suspected to have an effect on the dependent variable.
ANOVA analyses are conducted to determine whether there will be a measurable
difference between the two population means. A One-way ANOVA test has one
independent variable (factor) testing its variance on other dependent variables. In the SPSS
ANOVA outcomes, a factor is said to have a statistically significant impact on the
dependent variable In which the F-ratio is significant at the alpha level (here 0.05). If there
is a substantial effect, i.e. if p<0.05 then we dismiss the null hypothesis concerned to
certain factors and endorse the alternative hypothesis. Individual One-Way ANOVA
Analyses have been done between different factors to determine their significance on
dependent variables.
The following tables indicate the significance/non-significance of various personality
traits (independent variable) on organizational commitment (dependent variable).

4.7.1 ANOVA BETWEEN OPENNESS TO EXPERIENCE AND

ORGANIZATIONAL COMMITMENT (OC)

TABLE 4.8 : ANOVA table between Openness to Experience and three components
of OC

Sum of Mean
Openness to Experience

df F Sig.
Squares Square
Between Groups 7.326 5 1.465 2.868 .029
Affective
Within Groups 17.368 34 .511
Commitment
Total 24.694 39
Between Groups .860 5 .172 .259 .932
Continuance
Within Groups 22.583 34 .664
Commitment
Total 23.444 39
Between Groups .983 5 .197 .248 .938
Normative
Within Groups 26.917 34 .792
Commitment
Total 27.900 39

Interpretation : From the above Table 4.8, it is evident that the personality trait Openness
to experience has a significant effect on the Affective commitment at the p<0.05 level for
the three conditions [ F(5,34) = 2.868, p = 0.029]. Openness has no significant impact on
continuance and normative commitment.
4.7.2 ANOVA BETWEEN EXTRAVERSION AND ORGANIZATIONAL
COMMITMENT (OC)

TABLE 4.9 : ANOVA table between Extraversion and three components of OC

Sum of Mean
Extraversion

df F Sig.
Squares Square
Between Groups 8.498 6 1.416 2.886 .023
Affective Within Groups 16.196 33 .491
Commitment Total 24.694 39
Between Groups 4.784 6 .797 1.410 .240
Continuance Within Groups 18.660 33 .565
Commitment Total 23.444 39
Between Groups 12.635 6 2.106 4.552 .002
Normative Within Groups 15.265 33 .463
Commitment
Total 27.900 39

Interpretation : From the above Table 4.9, it is apparent that the personality trait
Extraversion has a significant impact on Affective commitment [ F(6,33) = 2.886, p =
0.023] and normative commitment [ F(6,33) = 4.552, p = 0.002] at the p<0.05 level . while
it has no significant impact on continuance commitment.

4.7.3 ANOVA BETWEEN AGREEABLENESS AND ORGANIZATIONAL

COMMITMENT (OC)

TABLE 4.10 : ANOVA table between Agreeableness and three components of OC

Sum of Mean
Agreeableness

df F Sig.
Squares Square
Between Groups 3.102 5 .620 .977 .446
Affective
Within Groups 21.591 34 .635
Commitment 24.694 39
Total
Between Groups 2.053 5 .411 .653 .661
Continuance
Within Groups 21.390 34 .629
Commitment 23.444 39
Total
Between Groups 3.190 5 .638 .878 .506
Normative
Within Groups 24.710 34 .727
Commitment
Total 27.900 39
Interpretation : From the above Table 4.10, it is seen that the personality trait
Agreeableness has a non-significant effect on all of the components of organizational
commitment at the p<0.05 level.

4.7.4 ANOVA BETWEEN CONSCIENTIOUSNESS AND ORGANIZATIONAL COMMITMENT

(OC)

TABLE 4.11 : ANOVA table between Conscientiousness and three components of OC

Sum of Mean
Conscientiousness

df F Sig.
Squares Square
Between Groups 8.651 6 1.442 2.966 .020
Affective Within Groups 16.043 33 .486
Commitment Total 24.694 39
Between Groups 4.869 6 .812 1.442 .229
Continuance Within Groups 18.575 33 .563
Commitment Total 23.444 39
Between Groups 6.960 6 1.160 1.828 .124
Normative Within Groups 20.940 33 .635
Commitment
Total 27.900 39

Interpretation : From the above Table 4.11, we can state that Conscientiousness has a
significant impact on Affective commitment [F(6,33) = 2.966, p = 0.020].
Conscientiousness has no significant impact on continuance and normative commitment.

4.7.5 ANOVA BETWEEN NEUROTICISM AND ORGANIZATIONAL

COMMITMENT (OC)
TABLE 4.12 : ANOVA table between Neuroticism and three components of OC

Sum of Mean
Neuroticism

df F Sig.
Squares Square
Between Groups 10.535 11 .958 1.894 .084
Affective Within Groups 14.158 28 .506
Commitment Total 24.694 39
Between Groups 7.627 11 .693 1.227 .315
Continuance Within Groups 15.817 28 .565
Commitment Total 23.444 39
Between Groups 12.575 11 1.143 2.089 .057
Normative Within Groups 15.325 28 .547
Commitment
Total 27.900 39
Interpretation : From the above Table 4.12, it is inferred that the personality trait
Neuroticism has no impact on the three components of organizational commitment at the
p<0.05 level.

4.7.6 ANOVA BETWEEN ORGANIZATIONAL COMMITMENT AND JOB SATISFACTION (JS)

TABLE 4.13 : ANOVA table between Affective commitment and Job satisfaction

Job Satisfaction
Affective Commitment

Sum of Mean
df F Sig.
Squares Square
Between Groups 9.417 6 1.569 6.925 .000
Within Groups 7.478 33 .227
Total 16.895 39

TABLE 4.14 : ANOVA table between Continuance commitment and Job satisfaction

Job Satisfaction
Continuance Commitment

Sum of Mean
df F Sig.
Squares Square
Between Groups 9.059 5 1.812 7.862 .000
Within Groups 7.836 34 .230
Total 16.895 39

TABLE 4.15 : ANOVA table between Normative commitment and Job satisfaction

Job Satisfaction
Commitment

Sum of Mean
Normative

df F Sig.
Squares Square
Between Groups 12.818 6 2.136 17.293 .000
Within Groups 4.077 33 .124
Total 16.895 39

Interpretation : From the values obtained from the above Tables 4.13, 4.14, and 4.15, we
can reach the conclusion that all three components of Organizational commitment have a
considerable effect on Job satisfaction at p<0.05 level of significance.
4.8 SCATTER PLOT

Fig. 4.1 : Scatter plot graph showing the increasing trend of Job
Satisfaction with the Unstandardized Predicted values of Regression
analysis

5.1 SUMMARY AND DISCUSSION

The data collection has been done by taking responses from 40 staff members using a
structured questionnaire. The 5-point Likert Scale, with options that ranged from “Strongly
Agree” to “Strongly Disagree”, was used for all questions apart from for demographic
questions. It has been found from the resulting values that among all the personality
dimensions, Extraversion and Conscientiousness have a positive correlation with both
commitment and job satisfaction, while Agreeableness only has a positive correlation with
job satisfaction. Job satisfaction has the highest correlation with Organizational
commitment. In relation to the predictability of variables, it was found that organizational
commitment along with the trait Agreeableness can predict about 72.9% of the variance in
job satisfaction.
5.2 OVERVIEW OF THE ANALYSIS

The analysis has been accomplished using the SPSS software. Different tests were done to
analyze the collected data to extract meaningful information. Questionnaire’s reliability
was analysed through Cronbach’s Alpha reliability test. Correlation analysis was done
between personality dimensions and organizational commitment as well as job satisfaction.
Predicting effects and variances of independent variables were examined by performing
step-wise Regression analyses. Individual ANOVA tests have been performed to examine
the differences between means and for acceptance and rejection decision of hypotheses.

5.2.1 SUMMARY OF RESPONDENTS

Data has been collected from near about 40 respondents who work in the Silchar branches
of three private sector banks, viz. HDFC, ICICI, and Axis banks. Out of the data collected,
the majority were found to be in the age group of 26 to 35 years with 70% of all
respondents being male. Among the respondents, 55% had a Postgraduate degree while
45% had a Graduate degree. The married population accounted for only 35% of the
respondents while the majority (65%) were unmarried. The majority of the respondents
had a Job experience of only 3 to 6 years in the workplace with 60% of all having a
monthly income of Rs. 20,000 to Rs. 40,000.

5.3 MAJOR FINDINGS

 Personality traits Extraversion and conscientiousness are positively correlated with both
OC and JS.

 Commitment along with Agreeableness can together predict about 72.9% of the
variance in job satisfaction.

 Conscientiousness, Extraversion, and Openness to Experience have a significant impact

on Affective commitment. Conscientiousness has the greatest impact on Affective
commitment. Agreeableness and Neuroticism have no significant impact on Affective
commitment.

 No personality trait has any significant impact on Continuance commitment.

 Only Extraversion has a significant impact on Normative commitment.

 Normative commitment has the greatest impact on job satisfaction, accompanied by

continuance and affective commitment in that order.

5.4 SUGGESTIONS FOR THE IMPLICATIONS

The findings from the analysis can be implied in organizations in the following forms :

 It will help the management incorporate better policies for hiring. According to the
findings, since agreeableness trait is seen to have a predictive power over job
satisfaction, so we may say that agreeable individuals are better suited to work in
frontline jobs such as in the banking sector where amiable interactions with customers
are vital for organizational success.

 Agreeable individuals are helpful, sensitive, and adjusting in nature, and as a result, can
form meaningful and effective interpersonal relationships with superiors and
subordinates alike. Interpersonal relationships between co-workers are also an important
factor for job satisfaction. Hence, managers can place such individuals in job roles and
with co-workers that will compliment their personalities.

 Management should also understand that hiring individuals with personality traits that
will fit into the company culture is very important.

 We know that organizational commitment is crucial for timely completion of work

assignments and also reducing turnover. Reduced turnover means lesser talent drain and
reduced expenses on hiring. Individuals that are conscientious or extroverted or have an
open outlook to new experiences can be affectively committed to the organization and
hence, managers should take note to hire such individuals that will have better chances
at attaining organizational commitment.

 Thus, management could seriously consider incorporating formal personality tests

during the recruitment process.
 5.5 LIMITATIONS OF THE STUDY

 The study was performed in a relatively short period of time, and therefore could not
have been very detailed in nature.

 The sample size was quite limited so the findings cannot be generalized to a large
extent.

5.6 DIRECTIONS FOR FUTURE RESEARCH

Future studies could focus on incorporating the effects of personality traits on other
specific human resource practices. Also, effects of personality dimensions on different
dimensions of job satisfaction, such as interpersonal relationship satisfaction or reward
satisfaction and acknowledgement policies can be studied. Since, this study was directed at
the banking sector, so further studies can focus on diverse occupations and diverse cultural
groups.

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