Big Five Personaloty and Enneagram on Job Performance,Organizational Citizenship Behavior, and Job Satisfaction

• Main Authors: Ni-Chun Wang, 汪倪均
• Other Authors: 杜秉叡
• Format: Others
• Language: zh-TW
• Published: 2014
• Online Access: http://ndltd.ncl.edu.tw/handle/uu7fw5

碩士 === 國立中央大學 === 企業管理學系在職專班 === 102 === The study investigates whether the big-five model of personality and enneagram can explain supervisor rated job performance, as well as employee self-rated organizational citizenship behavior and job satisfaction. In addition, participants scored above and below the mean of each personality dimensions were compared on the three dependent variables. A total of 175 employees from a hi-tech firm participated in the study. Results showed that both the big-five model and the enneagram does not have an effect on the job performance. In the case of organizational citizenship behavior, participants with personality scored above the mean were all significantly higher than those below the mean, except emotional stability. When job satisfaction was considered, only conscientiousness of the big-five model of personality, and perfectionist, helper, achiever, and leader in enneagram, can tell the difference. Results from hierarchical regression found (1) both the big-five model and enneagram could not explain job performance, (2) conscientiousness and openness to experience of the big-five, and achiever of the enneagram, were able to explain organizational citizenship behavior, (3) conscientiousness and emotional stability of the big-five, and achiever and peace-maker of the enneagram, had a significant impact on job satisfaction. Overall, the big-five model of personality seems to do a better job than the enneagram. Organizations using personality as a selection tool may benefit more by using the big-five model.