Personality.2C motivation and job satisfaction Managerial psychology

1 personality, motivation , job satisfaction

1.1 ten item personality inventory
1.2 work values questionnaire (wvq)
1.3 job satisfaction scale
1.4 experiment on personality, motivation , job satisfaction

personality, motivation , job satisfaction

herzberg et al.’s (1959) seminal two-factor theory of motivation theorized satisfaction , dissatisfaction not 2 opposite extremes of same sequence, 2 separate entities caused quite different facets of work – these labelled “hygiene factors” , “motivators”. hygiene factors characterized extrinsic components of job design contribute employee dissatisfaction if not met. examples include: supervision, working conditions, company policies, salary, , relations co-workers. motivators, however, intrinsic job , include aspects such achievement, development, responsibility , recognition. on other hand, intrinsic factors have long been acknowledged important determinants of motivation. there longstanding debate whether hygiene factors contribute job satisfaction (furnham et al., 1999; warr, 1987). job satisfaction , motivation research literature concerned organisational or situational predictors (such pay , supervision) (locke, 1976) while neglecting individual differences (staw , ross, 1985). o’reilly et al. (1980) discovered individuals’ differ in way perceive jobs, if job description , tasks had perform remained constant, suggesting individual differences must have effect on work attitudes.

staw et al. (1986) argued individual disposition may have profound influence on how working world perceived (i.e. important individual), , affect type of jobs sought.

the ten item personality inventory

it first introduced in gosling et al., (2003) , ten items of measure scored using seven-point scale, 2 statements (one reversed) used measure each personality variable. authors report extensive data showing reliability , validity of instrument.

the work values questionnaire (wvq)

this inventory introduced in furnham et al., (2005) consists of 37 items , requires individuals report extent intrinsic (e.g.responsibility , personal growth) , extrinsic (e.g. pay , benefits) components important them on six-point scale. wvq revised version of mantech’s(1983) questionnaire. previous studies have indicated between 2 , 4 factors tend extracted, , these correspond herzberg et al.’s (1959) hygiene , motivator factors .

the job satisfaction scale

this scale introduced in warr et al., (1979) consists of 15 items, 7 of measure intrinsic satisfaction, whilst remaining 8 measure extrinsic job satisfaction. responses given on seven-point scale , can summed create , overall satisfaction score intrinsic , extrinsic value.

experiment on personality, motivation , job satisfaction

in recent issue of journal of managerial psychology published in 2009 presented experiment 202 full-time employees (81 males, mean age=38.3 , 121 females, mean age= 28.4) working in different jobs in retail, manufacturing , healthcare investigate extent personality , demographic factors explain variance in motivation , job satisfaction defined herzberg et al.’s (1959) two-factor theory. every person given 3 questionnaires ( ten item personality inventory, work values questionnaire (wvq), job satisfaction scale) , had complete them via website.

as predicted, personality , demographic variables significant correlates of extracted factors, accounting between 9 , 15.2 per cent of variance. similarly, personality , demographic variables related 3 job satisfaction scores , accounted between 10.5 , 12.7 per cent of variance. expected, conscientiousness significant correlate of job satisfaction scores in both correlational , regressional analyses. contrary expectations, age, job tenure , years working full-time not related job satisfaction scores; however, in line predictions , two-factor theory, job status associated these scores.

negative relationships observed between security , conditions factor , job status, years in full-time employment. these results suggest individuals low job status (e.g. graduate positions , non-managerial roles) more concerned working conditions , clarity in work of higher status , individuals have been working longer periods.

these results further validate contention work attitudes not product of situational factors alone, , both literature , organisations should further investigate variables contribute these values intention of increasing job satisfaction , performance, through effective selection methods , pervasive job interventions.