Personality and Organizational Commitment Relationship

Personality and organisational consignment affinityABSTRACTThe objective of this bracings report was to explore the kinships betwixt the record traits and organisational trueness among non teach employees in government schools in the Sultanate of Oman. Data was salt away by use big(a) five Inventory (BFI) and revised organisational shipment exfoliation (Meyer, Allen, Smith, 1993). Response was received from 95 non teaching employees with a response rate of 47.50%. The findings of this exact suggest us the consanguinitys amid spirit traits and organisational load among non teaching staff in the government schools.KEYWORDS affective load, big five- ingredient put of constitution, law of continuation payload, normative altoge in that locationgiance, formational allegiance.INTRODUCTIONThis conceive explored the relationship in the midst of temperament traits and organisational consignment among non teaching employees in the government schools of Sult anate of Oman. organisational Commitment is world considered as an underlying divisor for brassal success. Shepherd and Mathews (2000) suggest that employers get organisational Commitment with change magnitude interest and importance. Due to increasing interest of employers and look forers, administrational commission has flex risquely enquiryed line of credit posture. It is evident from the fact that committedness has been the subject of umteen meta-analyses (Cooper-Hakim Viswesvaran, 2005 Mathieu Zajac, 1990 Meyer, Stanley, Herscovitch, Topolnytsky, 2002) studies. Theoretical reviews by Lawler (1992) and Reichers (1985) have similarly widely explored this attitude. This theorize attitude has become important for employers because employees with grim levels of perpetration atomic number 18 more apt(predicate) to leave their giving medications (Meyer et al., 2002).Research into organisational Commitment has focuse on the relationships amid various ant ecedents and the components of Organizational Commitment. The primary antecedents to organisational fealty ar the like shape up sex activity education level marital status eyeshot and disposal tenure temper and usance states (Camilleri, 2002). Meyer and Allen, (1984) Grusky, (1966) and Mowday et al (1982) have soundly examined various relationships between antecedents and organizational cargo.This turn over was designed to contribute to the Organizational Commitment tie in literature by exploring the relationships between age, tenure, record traits (using gigantic five im mortalate) and organizational committal.THE quintette-FACTOR MODEL OF PERSONALITYThe openhanded 5 dumbfound of spirit implies that temper consists of five relatively self-supporting traits that provide a meaningful explanation for the get word of item-by-item differences (Kumar, Bakhshi Rani, 2009) and their responses. The five propertys in Brobdingnagian quintet pattern of r ecord ar extroversion, painstakingness, bleakness to Experience, Agreeableness and psychoneurosis. distributively of the large(p) cinque traits is a set of traits that scat to occur together in individuals (Kumar, Bakhshi Rani, 2009).Extraversion is the state of macrocosm predominantly concerned with and makeing gratification from what is outside. The behavioral melt downencies use to measure this factor be sociable, gregarious, assertive, talkative, and active (Barrick Mount, 1991). scrupulousness refers to the angle of inclination to show self-discipline, act dutifully and be foc utilise on the goals. It includes behavioral tendencies like being hard working, achievement- oriented, persevering, careful, and responsible (Barrick Mount, 1991). bleakness to love is a general appreciation for art, emotion, adventure, imagination and variety of give. The behavioral tendencies classifyd with Openness to Experience include being imaginative, cultured, curious, origi nal, broad minded, intelligent (Digman, 1990). It also reflects hire for variety, aesthetic sensitivity, and unconventional value (McCrae bottom, 1992).Agreeableness refers to a tendency to be compassionate and cooperative. This factor includes behavioral tendencies like being courteous, flexible, trusting, good-natured, cooperative, forgiving, soft-hearted, and tolerant (Barrick Mount, 1991).Neuroticism refers to the tendency to experience ostracize emotions like anger, anxiety, or depression in a person. It is also called stirred up instability. Behavioral tendencies associated with this factor include being anxious, depressed, angry, embarrassed, emotional, worried, and insecure (Barrick Mount, 1991).ORGANIZATIONAL COMMITMENTOrganizational Commitment refers to the degree to which an employee identifies with the goals and determine of the organization and is volitioning to exert effort to help it succeed (Herscovitch Meyer, 2002). accord to Allen and Meyer (1990) Organi zational Commitment is made up of trey components or proportions. jump component is affective commitment and it refers to the employees emotional attachment to, identification with, and amour in, the organization. Second component is law of continuation component and it refers to commitment based on the costs that the employee associates with leaving the organization. Third component of organization commitment is normative component, which refers to the employees feeling of obligation to remain with the organization.DEMOGRAPHIC familyS WITH ORGANIZATIONAL COMMITMENTRELATIONSHIP amid AGE AND ORGANIZATIONAL COMMITMENT jibe to meta- epitome by Mathieu and Zajac (1990), age and organizational commitment yielded a medium irresponsible correlation. Older employees tend to have a blueer degree of organizational commitment because they view their past years of service to the organization as an investment (Camilleri, 2002). thus they would tend to be more committed to the organiza tion. Thus,H 1 Non teaching employees commitment to the organization ordain electropositively relate to their age.RELATIONSHIP BETWEEN TENURE AND ORGANIZATIONAL COMMITMENTVarious studies show a washy positive relationship between tenure and organizational commitment. In these studies, suppose tenure has been shown to be more positively related to attitudinal commitment, while organizational tenure was more positively related to calculative commitment (Clayton, Petzall, lynch Margret, 2007). The given explanation is that years spent in a particular(a) position tend to increase an employees psychological attachment to an organization, while prolonged tenure also increases their stake in terms of benefits a lot(prenominal) as pension plans (Mathieu and Zajac, 1990, p.8). Thus,H 2 Non teaching employees commitment to the organization volition positively relate to their length of tenure.RELATIONSHIP BETWEEN BIG FIVE PERSONALITY TRAITS AND ORGANIZATIONAL COMMITMENTAFFECTIVE COMM ITMENTemotive commitment refers to an employees positive emotional response to the organization. An employee, who is affectively committed, potently identifies with the goals of the organization and desires to remain in the organization. While extroverts exhibit positive emotionality (Watson Clark, 1997) and it is reasonable to assume that those high in Extraversion experience higher affective commitment than those who are less extraverted. Many studies have also found evidential bivariate correlations between positive emotionality and affective commitment (Williams, Gavin, Williams, 1996). Thus,H3 Non teaching employees extraversion testamenting positively relate to affective commitment.CONTINUANCE COMMITMENT continuation commitment refers to an awareness of the costs (economic and amicable) associated with leaving the organization. It develops through an employees percepts of employment alternatives. Employees who discern that they have several viable alternatives will hav e weaker duration commitment than those employees who perceive that they have a couple of(prenominal) alternatives (Meyer Allen, 1997).Extrovert individuals tend to be more socially active and whitethorn develop more social contacts than introverts. to a greater extent social contacts of extraverts whitethorn bring them more job opportunities. Therefore,H4 Non teaching employees extraversion will negatively relate to prolongation commitment.Neuroticism refers to an enduring tendency to experience negative emotional states by an individual. Neurotic individuals tend to experience more negative life events than other individuals (Magnus, Diener, Fujita, Pavot, 1993). Due to this tendency, person whitethorn prefer to stick to same job instead of facing new work surround. Thus,H5 Non teaching employees neuroticism will positively relate to continuance commitment.Conscientiousness refers to the traits like self-discipline, carefulness, thoroughness, organization,deliberation(the te ndency to think carefully originally acting), and need forachievement. According to Organ and Lingl (1995), due to conscientiousness nature, employee gets more opportunities to obtain formal (e.g., pay, promotion) and informal work rewards (e.g., recognition, respect). To the extent that a conscientious employee earns such rewards, they should have high level of continuance commitment. Therefore,H6 Non teaching employees Conscientiousness will positively relate to continuance commitment.NORMATIVE COMMITMENT normative commitment refers to employees perceptions of their obligation to their organization. It develops from the investments that an organization makes in its employees (Meyer Allen, 1991). This will make employees feel obligated(predicate) to his or her organization and want to respond his or her organizations initiatives favorably. Extraverted employees sample out more social interactions within the workplace and exhibit positive emotions. Therefore extroverts tend to r espond favorably towards the organization due to perception of obligation. Thus,H7 Non teaching employees extraversion will positively relate to normative commitment. mannerSAMPLEA sample of 95 non teaching employees was obtained from government schools in the Sultanate of Oman. Questionnaires were bilingual (English and Arabic). Response rate of 47.50 % (95 filled questionnaires received out of 200) was obtained. The gender composition of the sample was 53.7% male (N=51) and 46.3% female (N=44). The average age of the respondents was 35.85 years (SD=4.3). On an average, the respondents had the bewilder organizational tenure as 7.46 years (SD = 3.2) and replete(p) job tenure as 8.21 years (SD = 2.9).MEASUREMENTSTHE BIG FIVEThe declamatory Five Inventory (BFI) (John et al., 1991) (John et al., 2008) consisting of total 44 items was apply to measure personality traits of school laboratory technicians on a five point Likert-type anchoring ranging from strongly dis view as (1) to 5 (strongly agree). It contains five dimensions corresponding to big five personality traits (Extraversion, Neuroticism, Agreeableness, Openness and Conscientiousness). The reliabilities (Cronbachs Alpha) for each facet were Extraversion (0.88), Neuroticism (.94), Agreeableness (.92), Openness (.91) and Conscientiousness (.91).AFFECTIVE COMMITMENTAffective Commitment was measurable by revised version of Affective Commitment Scale (Meyer, Allen, Smith, 1993). Responses were sedate on a seven-point Likert-type anchoring that ranged from strongly disagree (1) to strongly agree (5). The reliability (Cronbachs Alpha) of this sextuplet item scale was 0.82.CONTINUANCE COMMITMENT continuance Commitment was measured by revised version of Continuance Commitment Scale (Meyer, Allen, Smith, 1993). Responses were collected on a seven-point Likert-type anchoring that ranged from strongly disagree (1) to strongly agree (5). The reliability (Cronbachs Alpha) of this six item scale was 0.88.NORM ATIVE COMMITMENTNormative Commitment was measured by revised version of Normative Commitment Scale (Meyer, Allen, Smith, 1993). Responses were collected on a seven-point Likert-type anchoring that ranged from strongly disagree (1) to strongly agree (5). The reliability (Cronbachs Alpha) of this six item scale was 0.89.RESULTSA factor analysis, which is collateral in nature, was performed on the assorted changeables such as Extraversion, Neuroticism, Agreeableness, Openness, Conscientiousness, Affective commitment, Continuance commitment, and Normative Commitment. The factor analysis was conducted using principal axis factoring with varimax rotation as an extraction method (see for details, e.g. Nummenmaa et al., 1996, p. 244 Hair et al., 1998, pp. 87-120). The identified factors were selected whose Eigen values are greater than 1.0 from the graph of scree plot.Graph 01 Scree biz Showing Eigen Values of FactorsThese variables within factors are correlated, is confirmed by the B artletts exam of sphericity. The Kaiser-Meyer-Olkin (KMO) measure of take in adequacy indicated a unimaginative level of rough-cut sport (KMO = 0.587), which implies that the results obtained from factor analysis are appropriate. The factors identified with loadings in adjunct 01 exhibits 74.22 percent of the variance of the variables.The table 01 comprises the means, standard deviations, fond(p) correlations, and reliability coefficients for the proposed variables. The partial correlations among proposed variables provided initial support of our hypotheses. In the support of hypothesis 01 age is positively correlated with affective commitment (r = 0.255, p The table 02 shows the results obtained after path multiple regressions. It is evident from the table 02 that the correlations among variables are get-go. The coefficient of determination of three dimensions of organizational commitment such as Affective commitment, Continuance commitment, and normative commitment are 35 .8%, 24.6%, and 20% respectively. The coefficient of determination indicates the change in subordinate variable is explained from a change in independent variables. It is evident that the relationship in a linear is medium for affective commitment and small for continuance commitment and normative commitment as the value of the coefficients of determination are very weak. The F-ratio for the three dimensions of organizational commitment such as Affective commitment, Continuance commitment, and normative commitment are 5.255 (p When exploring the beta values of three dimensions of organizational commitment, the magnitude of approximately all values is low. The 35.8% explained variance in the coefficient of determination for the affective commitment may be attributed to organization tenure, job tenure, extraversion, and openness to some extent. The 24.6% explained variance in the coefficient of determination for the continuance commitment may be attributed to organization tenure, ext raversion, neuroticism, and conscientiousness to some extent. The 20% explained variance in the coefficient of determination for the normative commitment may be attributed to organization tenure, job tenure, and extraversion to some extent.DISCUSSIONThe findings suggest that the canvass exemplification serves as the foundation in the exploration of the various dimensions of organizational commitment. In particular, Age and organizational tenure has played substantial role in all three forms of the organizational commitment. Moreover, Extraversion has played a role of the most consistent independent variable of the all dimensions of the organizational commitment. Extraversion was positively associated with affective commitment because the positive emotionality is important dimension of personality (Watson et al.,1988 J. Erdheim et al. 2006). Secondly, Extraversion was negatively associated with continuance commitment. In general, extraverts have fall through relations with peers than introverts which may result into better career options (Watson Clark, 1997). Finally, Extraversion was positively associated with normative commitment. Because extraverts believe that their extraordinary service by providing congenial social environment may enhance the psychological contract with the organization (Watson, 2000 J. Erdheim et al. 2006). correlativity between Neuroticism and Organizational Commitment varied for three components of organizational commitment. Correlation between Neuroticism and Affective Commitment was found signifi freightertly negative and significantly positive with continuance commitment. While with normative commitment it was found negative (nonsignificant). Neurotics tend to be prone to negative experiences and negative affect. This tendency makes them low on affective commitment. Neurotic individuals used to be conscious of the costs associated with leaving the jobs so continuance commitment used to be high among neurotics.Conscientiousness displayed positive significant relationship with continuance commitment while nonsignificant relations with affective and normative commitments. Since conscientious individuals tend to be highly involved in to their jobs (Organ Lingl, 1995) and it increases their chances of workplace rewards. These rewards will have match on the continuity of individuals in the organizations.THEORETICAL AND managerial IMPLICATIONSThe results of the present study reflect that the role of personality is vital in the development of organizational commitment. It gives a scope of relationship between personality job attitudes and organizational commitment. This theoretical implication gives further scope of study pertaining to the factors of other dimensions of the job attitudes such as job involvement, job embeddedness etceteraManagerial implications of the study are primarily in the personnel selection. Since various components of organizational commitment are correlated with personality traits, o rganizations need to venture personality traits at the time of selection and foresee the impact on the candidates commitment. It has been found in meta-analysis that employees with low level of commitment are more likely to leave their organizations (Meyer et al., 2002).LIMITATIONS AND FUTURE DIRECTIONSFurthermore, this study suffers from three limitations whereas the results are statistically in most parts. The first limitation is related to the sample coat which is relatively small in comparison to similar other studies. The heartbeat limitation pertains to the coefficients of regression model which are relatively low and may affect the reliability and validity of findings. The third limitation which is grown in nature is that the proposed model was tested using correlation and regression analysis among variables. However, this technique can only examine a single relationship at a time (Hair, at el, 1998). An area of upcoming research is to test the proposed model using Struct ural Equation Modeling (SEM) which may provide better results. SEM is a multivariate statistical technique used to estimate a number of interrelated dependence relationship simultaneously.The present study will give additions in the literature of the factors pertaining to the organizational commitment in various dimensions. There are evidences of outcomes of the study that the application of the five-factor model of personality assisting the prediction of three forms of the organizational commitment. This model paves the way to a new dimension of the research which may explore the extensive relationship between the unexplored dimensions of personality and organizational commitments. Our findings have various practical implications in the selection procedure of the organization. Further research may be extended to explore the utility of using personality tests to predict organizational citizenship behavior in a selection setting.REFERENCESAllen, N.J., and Meyer, J.P. (1990) The Measu rement and Antecedents of Affective, Continuance and Normative Commitment to the Organization, Journal of Occupational Psychology, Vol. 631-18.Barrick, M. R., Mount, M. K. (1991). The big five personality dimensions and job performance A Meta-Analysis. Personnel Psychology, 44, 1-26.Camilleri, E. (2002). rise-nigh Antecedents of Organizational Commitment Results from an Information Systems Public Sector Organization. Bank of Valletta Review, 25.Clayton, B., Petzall, S., Lynch, B. Margret, J. (2007). An Examination of the Organizational Commitment Of Financial Planners. International Review of Business Research Papers, Vol.3, No.1. Pp. 60 72Cooper-Hakim, A., Viswesvaran, C. (2005). The construct of work commitment Testing an integrative framework. psychological Bulletin, 131, 241-259.Digman, J. M. (1990). Personality structure Emergence of the five-factor model. Annual Review of Psychology, 21, 417-440.Erdheim,J., Wang, M. Zickar, M.J. (2006). Linking the Big Five personality constructs to organizational commitment. Personality and Individual Differences 41, 959-970Grusky, D. (1966) Career Mobility and Organisational Commitment, Administrative attainment Quarterly, Vol. 10, 488-503.Hair, J.F., Anderson, R.E., Tatham, R.L., Black, W.C. (1998), Multivariate Data Analysis, 5th ed., Prentice-Hall, Upper Saddle River, NJ, .Herscovitch, L. and Meyer, J. P., 2002. Commitment to organizational Change Extension of a three-component model. Journal of Applied Psychology, 87 474-487.John, O. P., Donahue, E. M., Kentle, R. L. (1991). The Big Five InventoryVersions 4a and 54. Berkeley, CA University of calcium, Berkeley, Institute of Personality and Social Research.John, O. P., Naumann, L. P., Soto, C. J. (2008). Paradigm slickness to the integrative Big Five trait taxonomy History, measurement, and conceptual issues. In O. P. John, R. W. Robins, L. A. Pervin (Eds.), enchiridion of personality Theory and research (pp. 114-158). New York, NY Guilford Press.Kumar K ., et al (2009). Linking the Big Five Personality Domains to Organizational Citizenship Behavior. International Journal of Psychological Studies. Vol. 1, No 2Lawler, E. J. (1992). Affective attachment to nested groups A choice process theory. American sociological Review, 57, 327-339.Magnus, K., Diener, E., Fujita, F., Pavot, W. (1993). Extraversion and neuroticism as predictors of objective life events A longitudinal analysis. Journal of Personality and Social Psychology, 65, 1046-1053.McCrae, R. R., John, O. P. (1992). An introduction to the five-factor model and its applications. Journal of Personality, 2, 175-215.Mathieu, J. E., Zajac, D. M. (1990). A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment. Psychological Bulletin, 108, 171-194.Meyer, J.P. and Allen, N.J. (1984) Testing the Side-Bet Theory of Organisational Commitment Some Methodological Considerations, Journal of Applied Psychology, Vol. 69 372-378.Meyer, J. P., Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource focus Review, 1, 61-89.Meyer, J. P., Allen, N. J., Smith, C. A. (1993). Commitment to organizations and occupations Extension and test of a three-component conceptualization. Journal of Applied Psychology, 78, 538-551.Meyer, J. P., Allen, N. J. (1997). Commitment in the workplace Theory, research and application. California Sage Publishers Inc.Meyer, J. P., Stanley, D. J., Herscovitch, L., Topolnytsky, L. (2002). Affective, continuance, and normative commitment to the organization A meta-analysis of antecedents, correlates, and consequences. Journal of vocational Behavior, 61, 20-52.Mowday, R., Porter, L.W. and Steers, R.M. (1982) Employee-Organisation Linkages The Psychology of Commitment, Absenteeism, and Turnover. San Diego, CA Academic Press.Nummenmaa, T., Konttinen, R., Kuusinen, J., Leskinen, E. (1996), Tutkimusaineiston Analyysi , Analysis of Research Data WSOY, Helsinki , .Organ, D. W., Lingl, A. (1995). Personality, rapture, and organizational citizenship behavior. Journal of Social Psychology, 135, 339-350.Reichers, A. (1985). A review and reconceptualization of organizational commitment. Academy of Management Journal, 10, 465-476.Shepherd, J. L. Mathews, B. P. (2000). Employee commitment Academic vs practitioner perspectives. Employee Relations, 22(6) 555-575.Watson, D., Clark, L. A. (1997). Extraversion and its positive emotional core. In S. R. Briggs, W. H. Jones, R. Hogan (Eds.), Handbook of personality psychology. New York Academic Press.Watson, D., Clark, L. A., Tellegen, A. (1988). Development and validation of design measures of positive and negative affect The PANAS scales. Journal of Personality and Social Psychology, 54, 1063-1070.Watson, D. (2000). body fluid and temperament. New York Guilford Press.Williams, L. J., Gavin, M. B., Williams, M. L. (1996). Measurement and nonmeasurement processes with negative affectivity and em ployee attitudes. Journal of Applied Psychology, 81, 88-101.Personality and Organizational Commitment RelationshipPersonality and Organizational Commitment RelationshipCHAPTER 1INTRODUCTIONChapter OverviewThis study will focus on the relationship between personality and organizational commitment. This chapter includes background of the study, problem statement, research question, research objectives, significant of the study and the scope of study as well. In addition, the conceptual and operative definitions of terms are discussed to provide an understanding on their usage in this study. Lastly, this chapter concludes with a summary.Background of the StudyOrganizational commitment is a positive psychological state of attachment that pushes the employees performance upward to successfully turn the firms strategic vision into a world (Hawass, 2012) 8964-35144-1-PB (2). Although there are many kind of definitions by different tecs, all of them unanimously attempted to place emphasis on the relationship between employees and organization (Ekmekci, 2011) Darbanyan.Over the past two decades, there has been a spacious increase in the research efforts trying to explore and understand the nature, antecedents and consequences of organizational commitment (2-4) Kumar. Many of research reviews and meta-analysis have done on organizational commitment because it plays an important role in predicting work behavior (kumar, 2010) kumar. According to Klein, Backer, Meyer (2009) Hackney, organizational commitment is so well studied due to the impact of organizational commitment is associated with work outcomes such as dollar volume endeavor, absenteeism, job performance, motivation and job withdrawal behaviors.Organizational commitment is a four-dimensional framework that can bring effect to many factors in organization and draw out various positive implication for organization and its workers (Darbanyan et al. 2014) Darbanyan. For example, there is an inverse relationsh ip between organizational commitment and absenteeism, turnover intention and dysfunctional job behavior (Amiri, 2009) Darbanyan. Moreover, meta-analyses also indicate that organizational commitment is positively related to job satisfaction, organizational citizenship behaviors (OCBs) and job performance (Vandenberghe and Bentein, 2009 Su et al. 2009) 09593841211204335. A study conducted by Sjoberg and Sverke (2000) Darbanyan in Sweden found out that organizational commitment has multiple effects on absenteeism.Researchers have identified different factors that can be affected for organizational commitment. Personal characteristic, work experience, role related characteristics are considered as common antecedences of organizational commitment (Meyer and Allen, 1993). Personality characteristics are one of the antecedents of commitment and studies of personality as it relates to commitment are few (Klein rt al., 2009) Hackney. Personality is another variable that examined in this stud y as well as addressed by many theorists. Different researchers possess different preliminaryes and came up with various definitions of personality in line with their approaches (Darbanyan, 2014). According to Peryin John (2009) 8964-35144-1-PB (2), each level of these personality traits has special contribution to the understanding of individual differences in behavior and experience. Individuals personality can make up ones mind how he or she views the world around him, react to situations and interacts with others in the organization (Michaud, 2013) 8964-35144-1-PB (2).Understanding employees personality is very important due to its public utility company on placing people into jobs and gives clues to managers about how an employee is likely to act and feel in a variety of situation. According to Kumar and Bakhshi (2010) SSRN-id2220719, individuals personality is a good predictor of work attitudes and work outcomes. The dispositional factors are always referring to the Five-fa ctor model of personality (Kumar and Bakhshi, 2010). Big Five personality is one of the most prominent models in contemporary psychology to advert the most salient aspects of personality (Goldberg, 1990 John Srivastava, 1999) SSRN-id2220719.Most of the studies on organizational commitment focus on identifying the environmental factors such as low salary, highly stress environment and low motivation (Hoffmann, Ineson.., 2004)109_327_3rdICBER2012_Proceeding_PG1583_1592. However, employee dispositional sources mainly known as personalities are being ignored. A study done by Kumar (2010) stated that there is little attention given in investigating the relationship between personalities, using the Big Five personality model with organizational commitment. This study proposes to analyze the relationship between Big Five personality and organizational commitment among employees in Aon insurance Brokers Sdn Bhd, Bangsar.Problem StatementResearch QuestionsResearch questions of this stu dy areWhat are the personality traits among employees in Aon amends Brokers (M) Sdn Bhd.What is the level of organizational commitment of employees in Aon Insurance Brokers (M) Sdn Bhd?Is there any relationship between Big Five personality and organizational commitment among employees in Aon Insurance Brokers (M) Sdn Bhd?What is the effect of Big Five personality to organizational commitment among employees in Aon Insurance Brokers (M) Sdn Bhd?Research ObjectivesThe research objectives of this study areTo identify the personality traits among employees in Aon Insurance Brokers (M) Sdn Bhd.To determine the level of organizational commitment of employees in Aon Insurance Brokers (M) Sdn Bhd.To investigate the relationship between Big Five personality and organizational commitment among employees in Aon Insurance Brokers (M) Sdn Bhd.To determine the effect of Big Five personality to organizational commitment among employees in Aon Insurance Brokers (M) Sdn Bhd. backcloth of the StudyT his study is to identify the relationship between personality and organizational commitment among the employees in Aon Insurance Brokers (M) Sdn Bhd. The study will be conducted by having the Aon Insurance Brokers (M) Sdn Bhds employees as respondents to identify the personality traits and organizational commitment of them. There are around 110 employees who work in Aon Insurance Brokers (M) Sdn Bhd and there will be a total number of 86 employees been chosen randomly as research sample to participate in this study.The employees will be chosen based on random sampling and the data will be collected via questionnaire from the employees in Aon Insurance Brokers (M) Sdn Bhd. The independent variable will be measured by Big Five Inventory (BFI). The dimensions of the Big Five personality are extraversion, agreeableness, conscientiousness, neuroticism and openness.For the dependent variable, Three Dimensional Commitment Scale questionnaire will be used to measure the organizational commi tment of employees. There are three dimensions of organizational commitment that will be measured affective organizational commitment, continuance organizational commitment and normative organizational commitment. Total of 24 items will be used to measure organizational commitment by using 5 point Likert Scale.Significant of the StudyMany researchers have widely discussed the study on organizational commitment (Lin, Lin and Lin, 2010 and Judge, Klinger, Simon and Yang, 2008) 109_327_3rdICBER2012_Proceeding_PG1583_1592. However, there is not much attention given on the study of relationship between Big Five personality and organizational commitment especially in Malaysia. Thus, this study will contribute in adding more literatures on personality and organizational commitment specifically in Malaysia context. The study brings attention to the importance of talk of the town personality into consideration while measuring employees organizational commitment.Additionally, this study will help managers to understand more about employees personality and how they react toward organizational processes. Understanding employees personality is very useful to managers because managers can predict how the employees are likely to act and feel in different kind of situation. Moreover, findings of this study could help managers to increase employees loyalty in particular company. Job satisfaction will also increase and followed by decrease in turnover rate in that company.Conceptual Definition1.8.1Personality Big Five ModelPersonality is a subfield of psychology (Friedman Schustack, 2008). Personality is basically not studied in terms of non-psychological concepts. These non-psychological concepts included profits and losses, souls and spirits, or molecules and electromagnetism. According to the founder of personality psychology, Gordon Allport, personality is defined as the inner organization of psycho physiological system of a person to create a persons unique behavior, fee ling and thoughts (Lin, 2010).For this research, Big Five personality approach will be used to identify employees personality traits. The Big Five personality factors include extraversion, agreeableness, conscientiousness, neuroticism and openness. Big Five personality is also known as OCEAN, NEOAC or CANOE (Feldman, 2011).1.8.2Organizational CommitmentAs Meyer and Allen (1991) suggest, organizational commitment is defined as the psychological state that links an employee to the organization where the employee has strong involvement and desire to exert effort in achieving organizations goals. There are three types of commitment, which are affective commitment, continuance commitment and normative commitment.Brown (1996) and Brickman (1987) 1-s2.0-S105348220000053X-main who provided general definitions of commitment noted that commitment is different from motivation or general attitudes. They suggested that commitment influences behavior singly of other motives and attitudes and, in fact, might lead to persistence in a course of action even in the face of conflicting motives or attitudes (,2001).Operational DefinitionBig Five PersonalityBig Five personality is the five basic factor develop by the researcher Norman through measure of the factor analysis of peers personality trait. The factor that concludes from Normans Big Five factor is extraversion, agreeableness, conscientiousness, neuroticism and culture (Lin 2010) yuchuan. However, the Big Five Model that we going to used in this study is the Big Five model which modified by researcher McCrae where the culture dimension is changed to openness dimension (Lin, 2010).Individual who high in extraversion tend to be energetic, talkative, enthusiastic, sociable and dominant. Individual low in this dimension tend to be introvert, quiet, shy, submissive and retiring (Friedman Schustack, 2011) ting. For agreeableness, individual high in this dimension is friendly, warm, cooperative and trusting whereas individual l ow in this dimension are unkind, cold and quarrelsome (F.., 2011). Neuroticism also known as emotional instability. Individual who has this personality dimension tend to be moody, nervous, tense, high-strung and worrying. Individual low on this dimension is emotionally stable, calm, contented and stable.Conscientiousness also known as lack of impulsivity. wee research in personality psychology mentioned this dimension as Will. Conscientious individual are generally responsible, cautious, organized, dependable and persevering. Individual low on this dimension is impulsive, undependable, careless, disorderly (F, 2011). Besides that, openness also known as culture or intellect. Individual who has this personality dimension tend to be artistic, imaginative, original creativity and witty. Individual low in this dimension are shallow, simple and plain (F, 2011).Organizational CommitmentMeyer and Allens Three-Component Model of commitment (1991) is used to measure the level of organizatio nal commitment of employees in this study. Organizational commitment refers to the level to which the employees emotional connection and their identification with the company where they before long working in. Three dimensions of organizational commitment proposed by Meyer and Allen (1991) is investigated in this study, that is to say affective commitment, continuance commitment and normative commitment.According to Meyer and Allen (1997), affective commitment is the employees emotional attachment and participation of the employee in the organization. In this study, it refers to the employees emotional commitment towards their company, their identification and the desire to remain in the company. The second dimension proposed by Meyer and Allen is continuance commitment, which refers to the awareness of the cost of leaving associated with leaving the organization. In this study, continuance commitment means the consciousness of the employees on the perceived prices associate with quitting from their company, such as limited job opportunities. Lastly, normative commitment is the feelings of employees obligation to remain in an organization and it also used to describe the degree to which the employee believes him or herself should committed to their organization.SummaryIn conclusion, this chapter outlines the background, problem statement, research questions, research objectives, study scope as well as entailment of study. The main objective of this study is to investigate the relationship between employees personality and their organizational commitment. The conceptual and operational definitions of research variables such as personality and organizational commitment are also being discussed. The relevant literatures, former empirical research, models and theories related to this research will be explained and discussed in chapter 2.