The Role of the Big Five Personality Profiles in Employee Affective Commitment and Engagement: Case of Small and Medium Enterprises


Volume 7, Issue 2
Nereida Hadziahmetovic, Melissa Mujezinovic

Published online: 30 April 2021
Article Views: 30
 
AbstractReferencesCite

With the increase of employee affective commitment and engagement, the likelihood of positive work-related outcomes is enhanced. In turn, companies would benefit in higher productivity and efficacy, reduction in employee turnover, gaining competitive advantage, and overall, becoming more profitable. The Big Five personality profiles are used as predictors of increasing job performance in work environments. Therefore, this study investigates the impact of the Big Five personality profiles on employee affective commitment and engagement in Small and Medium Enterprises (SME) in Bosnia and Herzegovina, providing empirical evidence in a sample of 152 employees of small and medium enterprises in Bosnia and Herzegovina. The findings revealed a significant positive relationship between the four dimensions of the Big Five: Extraversion, Openness to Experience, Conscientiousness, and Agreeableness, whereas a positive and not significant relationship was found between Neuroticism and affective commitment and employee engagement. The analyses showed that Conscientiousness had the greatest significance on affective commitment and employee engagement within all five dimensions. As there is a limited amount of research covering this specific topic, the results of this research can be viewed as an extension to the related disciplines and future-related studies. Additionally, the outcomes can be beneficial toward getting a deeper insight into an individual’s pattern of behavior thought, and emotion, but altering human resource management approaches in small and medium enterprises

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Hadziahmetovic, N., & Mujezinovic, M.  (2021). The role of the big five personality profiles in employee affective commitment and engagement: Case of small and medium enterprises. International Journal of Business and Administrative Studies, 7(2), 74-88. doi: https://dx.doi.org/10.20469/ijbas.7.10003-2