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Organizational Psychology

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Submitted By amruta1987
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In the field of Industrial/Organizational psychology, one of the most researched areas is the relationship between job satisfaction and job performance (Judge, Thoresen, Bono, & Patton,2001). In Judge et al. (2001), it was found by Brayfield and Crockett (1955) that there is only a minimal relationship between job performance and job satisfaction. However, since 1955, Judge et al. (2001) cited that there are other studies by Locke (1970), Schwab & Cummings (1970), and Vroom (1964) that have shown that there is at least some relationship between those variables. Judge et al. (2001) argued that there are seven different models that can be used to describe the job satisfaction and job performance relationship. Some of these models view the relationship between job satisfaction and job performance to be unidirectional, that either job satisfaction causes job performance or vice versa. One construct that has been used to predict job performance is personality. This is one area that is criticized by many people as something that may not be valid to use (Rothstein & Goffin, 2000). Despite these criticisms, most researchers feel that studying the relationship between personality and job performance is extremely useful (Goffin, Rothstein, & Johnston,2000). According to Buss (1992), the Big Five factors (which for this study are Cattell’s five Global factors of: extraversion, anxiety, tough-mindedness, independence, and self-control) have some influence on job performance. The original “big five” personality factors are emotional stability, extraversion, intellect/openness, agreeableness, and conscientiousness (Acton, 2002). Acton (2002) compared the “big five” to Cattell’s global factors. He found that extraversion is the same in both, tough-mindedness was the “big five” version of agreeableness, anxiety was the version of emotional stability, independence was the version of...

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