ArticleBehavioral sciences (Basel, Switzerland)2024
The Moderating Role of the Five-Factor Model of Personality in the Relationship between Job Demands/Resources and Work Engagement: An Online Cross-Sectional Study.
Article in Behavioral sciences (Basel, Switzerland), 2024. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 4 papers.
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4 citing papers in PubMed.
- Exploring the factors and personality traits influencing neurosurgery career choice in Jordan.Langenbeck's archives of surgery · 2026Article
- Personality is predictive of burnout but not of work engagement: A one-year prospective cohort study.PloS one · 2026Article
- Work Engagement Among Advanced Practice Nurses (APNs) in Japan: The Role of Supervisory and Organizational Support.International nursing review · 2025Article
- Relationship between personality types, work addiction, and quality of work life among nurses and healthcare staff in Iran.Scientific reports · 2025Article
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2 authors.
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Abstract
When organizations or managers utilize personality assessments for their workers, it is crucial to consider not only personality profiles but also the interaction between these profiles and the psychosocial environmental factors in the workplace. The present study aimed to examine the moderating effects of the five-factor model (FFM) of personality traits on the relationship between job demands/resources and work engagement (WE). A cross-sectional online survey was conducted between November and December 2022, targeting full-time workers in Japan. Data were collected from 1500 participants (757 men and 743 women). The survey included demographic variables, job demands and resources (job control, supervisor, and coworker support), WE, and the FFM. The primary statistical analysis was hierarchical regression analysis, which tested the interactions between job demands/resources and each personality trait. Four significant interactions were found: job demands and neuroticism, control and neuroticism, control and conscientiousness, and supervisor support and extraversion. High conscientiousness was associated with higher WE when job control was abundant. Moreover, low levels of both neuroticism and extraversion were linked to higher WE. The results suggest that managers can enhance WE by aligning workplace factors with employee personality traits. These insights can be applied to organizational staffing decisions.
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