Five-factor model of personality and organizational commitment: The mediating role of positive and negative affective states

Panaccio, Alexandra; Vandenberghe, Christian

doi:10.1016/j.jvb.2012.03.002

Cited by 113 publications

(108 citation statements)

References 66 publications

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“…This model provides classification for studying individual differences and considers personality by five independent dimensions. It has been applied to examine interaction between personality traits and organizational variables such as leadership, job satisfaction, job performance (Panaccio & Vandenberghe, 2012) as well as employee selection and performance appraisal (Gill & Hodgkinson, 2007). Most recently, there are three dominant Big Five instruments as Goldberg's (1992) Adjective Markers, Saucier's (1994) Mini-Markers, and Trapnell and Wiggins's (1990) Interpersonal Adjective Scales-Big Five each of which having their strengths and limitations.…”

Section: Personality and Organizational Identificationmentioning

confidence: 99%

“…Due of sociability, extroverts are likely to be trusted by others (Zimmerman, 2008). They can influence their work environment and are more motivated to achieve rewards (Panaccio & Vandenberghe, 2012). Several studies show that extroverts reach higher work statues in long-term (George et al, 2011) and look for more success.…”

Section: Personality and Organizational Identificationmentioning

confidence: 99%

“…Highly neurotic people are worried, depressed, angry, awkward, emotional and unconfident (Erdheim et al, 2006). They view the negative side of things more and may consider neutral events as problematic; so they have a tendency to experience lower well-being and satisfaction and more tension (Panaccio & Vandenberghe, 2012). High scores in this factor show emotional-reactive behaviors associated with negative emotions such as anger, or low spirits; while, low scores refer to peacefulness and ability to control stress (Migliore, 2011).…”

Section: Personality and Organizational Identificationmentioning

confidence: 99%

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Investigating the Impact of Personality Traits on Expanded Model of Organizational Identification

Aghaz¹,

Hashemi²

2014

IJBM

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The purpose of this study was to investigate the influence of personality traits on the expanded model of organizational identification and to empirically address the following question: "can personality traits explain why some people identify strongly with their organization more than others?" The population of this survey included employees of the Iranian Ministry of Science, Research and Technology. The research method adopted in this study was survey and the main tool for data collection was questionnaire. The results indicated that there were significant positive relationship between personality and organizational identification, significant negative relationship among personality, disidentification and neutral identification, and no relationship between personality and ambivalent identification. It was also found that highly extrovert employees with agreeableness traits, identified with their organization more than those with neuroticism trait, and neurotic employees felt more disidentification, neutral, or ambivalent identification.

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Section: Personality and Organizational Identificationmentioning

confidence: 99%

Section: Personality and Organizational Identificationmentioning

confidence: 99%

Section: Personality and Organizational Identificationmentioning

confidence: 99%

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Investigating the Impact of Personality Traits on Expanded Model of Organizational Identification

Aghaz¹,

Hashemi²

2014

IJBM

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“…However Based on Affective Events Theory (Weiss & Cropanzano, 2011), Panaccio and Vandenberghe (2012) posit that (a) dispositions influence the extent to which individuals experience positive and negative affective states by acting upon the likelihood of encountering certain types of events at work (e.g., Magnus et al, 1993) and by initiating self-regulatory processes that guide emotional and behavioral responses (Gramzow, Sedikides, Panter, Sathy, Harris & Insko, 2004), and (b) through affective states, dispositions influence the types of commitment which employees experience. And so far in the life, there are many quotes full of facebook or twitter even print on the place mat in restaurants just remind people the power of positive thinking.…”

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What is the Affect by Leader Emotion in an Organization? Exploring the Effects of Leader Emotion on Leader Role and Employee Impression

Lin¹

2016

IJBM

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Because communication media is existence that leads to public figures change public affairs get easier via their speech statement or article. Above lures makes this work considers character of the leader would significant influence to whole enterprise operation. Therefore this work supposes leader emotion maybe positive emotion or negative emotion would affect the relationship between leader role and employee impression. According to the result of statistical analysis reveals emotion that involve with positive emotion and negative emotion of leader is moderator to influence the relationship between leader role and employee impression. If a company would like to create a designate employee impression style could be focus on leader character also employee impression built upon the leader emotion. Thus this work explains rank-and-file employees impression created will be different in positive leader emotion or negative leader emotion. Emotion of leader would deep and far affect a company through employees indirectly.

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“…Quelques auteurs se sont également penchés sur l'influence potentielle de la fierté organisationnelle sur l'engagement affectif (Boezeman et Ellemers, 2007). Par ailleurs, en plus des facteurs organisationnels, la recherche scientifique montre que le développement de l'engagement organisationnel affectif serait également affecté par des caractéristiques individuelles, notamment les facteurs de personnalité (Erdheim et al, 2006 ;Panaccio et Vandenberghe, 2012).…”

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L’interaction entre facteurs organisationnels et locus de contrôle dans la prédiction de l’engagement organisationnel affectif

Parent‐Rocheleau

Simard

Bentein

et al. 2016

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Tous droits réservés © Département des relations industrielles de l'Université Laval, 2016Ce document est protégé par la loi sur le droit d'auteur. L'utilisation des services d'Érudit (y compris la reproduction) est assujettie à sa politique d'utilisation que vous pouvez consulter en ligne.https://apropos.erudit.org/fr/usagers/politique-dutilisation/ Cet article est diffusé et préservé par Érudit.Érudit est un consortium interuniversitaire sans but lucratif composé de l'Université de Montréal, l'Université Laval et l'Université du Québec à Montréal. Il a pour mission la promotion et la valorisation de la recherche. Résumé de l'article Nombreuses sont les études ayant répertorié les facteurs susceptibles de favoriser l'engagement affectif des employés envers leur organisation. Toutefois, davantage de recherches sont requises afin de comprendre les mécanismes par lesquels ces facteurs agissent sur le niveau d'engagement organisationnel affectif (EOA), et de cerner dans quel contexte et sous quelles conditions leurs effets s'avèrent les plus puissants ). La présente étude s'inscrit dans la lignée des études récentes qui visent à surmonter cette limite en investiguant l'interaction entre les facteurs organisationnels et les caractéristiques individuelles dans la prédiction de l'EOA, soutenant que des dispositions individuelles modulent les perceptions des expériences de travail, influençant par le fait même les réactions attitudinales et comportementales. Plusieurs études démontrent que le locus de contrôle, défini comme la tendance des individus à croire qu'ils contrôlent ou non leur environnement et le cours des évènements (Rotter, 1954), joue notamment un rôle sur la façon dont les individus perçoivent leur environnement. Appuyant son raisonnement sur la théorie de l'échange social (Blau, 1964) et sur le modèle de l'engagement au groupe (Tyler et Blader, 2003), l'objectif de cette étude est d'examiner l'effet de l'interaction entre le locus de contrôle (interne/externe) et les perceptions de justice procédurale ainsi que la fierté organisationnelle des employés sur leur niveau d'engagement affectif.Les résultats indiquent que le locus de contrôle exerce un effet modérateur entre l'EOA et les deux antécédents proposés. Ainsi, en vertu de la norme de réciprocité, la tendance des individus à croire que la fierté organisationnelle et la justice procédurale sont le produit de leurs actions les conduiraient à s'engager affectivement auprès de cette dernière. En plus de souligner le rôle important du locus de contrôle dans les réactions attitudinales aux facteurs organisationnels, les résultats démontrent la pertinence d'étudier l'effet modérateur d'autres traits individuels susceptibles de moduler l'adoption de certains comportements et attitudes, ce qui peut représenter un avantage pour les salariés et les dirigeants.Xavier Parent-Rocheleau, doctorant en administration, École des sciences de la gestion, Université du Québec à Montréal, Montréal, Québec (parent-rocheleau.xavier@courrier.uqam.ca).Gilles Simard, profess...

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Five-factor model of personality and organizational commitment: The mediating role of positive and negative affective states

Cited by 113 publications

References 66 publications

Investigating the Impact of Personality Traits on Expanded Model of Organizational Identification

Investigating the Impact of Personality Traits on Expanded Model of Organizational Identification

What is the Affect by Leader Emotion in an Organization? Exploring the Effects of Leader Emotion on Leader Role and Employee Impression

L’interaction entre facteurs organisationnels et locus de contrôle dans la prédiction de l’engagement organisationnel affectif

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