SCHOLARS WORLD -INTERNATIONAL REFEREED MULTIDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH Online: ISSN 2320-3145, Print: ISSN 2319-5789 MODERATING EFFECT OF BIG FIVE PERSONALITY TRAITS ON THE RELATIONSHIP BETWEEN JOB STRESS AND JOB PERFORMANCE OF EMPLOYEES IN THE NIGERIAN BANKING INDUSTRY DZEVER, LINUS TERRY Department of Guidance and Counseling, University of Ibadan, Nigeria ABSTRACT This study examined the role of big five personality traits in the relationship of job stress and job performance among service employees working in the Nigerian Banks in Lagos (N=200). A descriptive survey design using the ex-post facto type was adopted for the study. Data were collected by means of a structured questionnaire from employees on Job performance, job stress and big five personality traits. Obtained data were analysed by using Pearson r and hierarchal regression analyses. The results of coefficient of correlation indicate that conscientiousness, neuroticism, openness to experience, agreeableness and extraversion dimensions of personality were found to be significantly positively correlated with job performance. Also, there was a strong positive significant relationship between job stress and job performance (p <. 05). The results of hierarchal regression analysis support the results of correlation analysis. Hierarchical multiple regression analysis supported the role of big five personality traits as a moderator of job stress and job performance relationship. Furthermore, the results from this study have important practical implications in the employee selection process and might be used in enhancing organizational effectiveness and improve staff performance. Keywords: Job Performance, Job stress, Big five Personality traits, Nigerian Banking Industry www.scholarsworld.net [email protected] Volume. III, Issue II, April 2015 [1] SCHOLARS WORLD -INTERNATIONAL REFEREED MULTIDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH Online: ISSN 2320-3145, Print: ISSN 2319-5789 INTRODUCTION: Job performance is an important construct in industrial/organizational psychology (Arvey & Murphy, 1998). It consists of the observable behaviours that people do in their jobs that are relevant to the goals of the organization (Campbell, McHenry & Wise, 1990). Job performance is of interest to organizations because of the importance of high productivity in the workplace (Viswesvaran, Schmidt and Ones (2005). Campbell, McCloy, Oppler and Sager (1993) explain that performance is not the consequence of behaviours, but rather the behaviours themselves. In other words, performance consists of the behaviours that employees actually engage in which can be observed. In contrast to the strictly behavioural definitions of job performance, Motowidlo, Borman, and Schmit (1997) say that rather than solely the behaviours themselves, performance is behaviours with an evaluative aspect. This definition is consistent with the dominant methods used to measure job performance, namely performance ratings from supervisors and peers (Newman, Kinney & Farr, 2004). Although Motowidlo et al. (1997) emphasize this evaluative idea in defining the performance domain, they still maintain that job performance is behaviours and not results. According to Murphy, (1989), job performance should focus on behaviours rather than outcomes because a focus on outcomes could lead employees to find the easiest way to achieve the desired results, which is likely to be detrimental to the organization because other important behaviours will not be performed. Job performance is the result of three factors working together: skill, effort and the nature of work conditions. Skills include knowledge, abilities and competencies the employee brings to the job; effort is the degree of motivation the employee puts forth toward getting the job done; and the nature of work conditions is the degree of accommodation of these conditions in facilitating the employee’s productivity (Newman, Kinney & Farr, 2004). LITERATURE REVIEW AND HYPOTHESES DEVELOPMENT: THE NIGERIAN BANKING INDUSTRY: Banks, like any other organization, employ diverse resources in the course of their operations. To thrive in business, they must put such resources, especially the human capital, to effective and efficient use. However, human factor, unlike other resources, is very complex and behavioural scientists contend that an individual’s behaviour is not random but caused and directed towards some ends they believe rightly or wrongly to be in their best interest. This is so because people are unique and have different personalities, needs, goals, desires, and backgrounds, and by so doing respond to motivational stimuli differently. Hence, the well-being of individual bank employees is expectedly bound to vary consistently with different life experiences and expectations. The Nigerian banking sector has played an important role in the Nigerian economy. However, despite all the good done by our banks, there has been a disturbing trend within the sector (Ahamed, 2012). However, the structure of the banking industry changed significantly since 2005 due to regulatory induced consolidation via mergers and acquisitions. The banking sector reform coupled with the global trend in Merger and Acquisitions provided a compelling reason for major structural changes in the financial system that resulted in the shrinkage in the number of banks from 107 (in 1990) to 25 banks in 2010 (Alford, 2010). However, concerns persist that most banks are struggling with their manpower integration programmes due to challenges engendered by consolidation. Major manpower issues triggered by the reform included right sizing and realignment of staff which entailed retrenchment, demotion, salary reduction, redeployments, culture conflict among others. Sadly, being solvent does not necessarily indicate that Nigerian bank employees are generally satisfied. These factors bear directly on employee welfare (ILO, 2001; Barnett, Rachel, Pearson and Ramos, 2005). This uncertainty within the Nigerian banking sector has resulted in job insecurity amongst other job dissatisfies. These threw those who work in it into all manners of psychological conditions such as feelings of job insecurity, occupational stress, burnout and loss of self-efficacy. As Samuels, Osinowo and Chipunza (2009) found, employee feelings of job uncertainty can affect job performance and commitment. JOB PERFORMANCE: The concept and definition of individual performance has received considerable scholarly research attention over the past 15 to 20 years. Researchers agree that performance has to be considered as a multi-dimensional concept. On the most basic level one can distinguish between a process aspect (i.e., behavioural) and an outcome aspect of performance (Borman and Motowidlo, 1993; Campbell, McCloy, Oppler and Sager, www.scholarsworld.net [email protected] Volume. III, Issue II, April 2015 [2] SCHOLARS WORLD -INTERNATIONAL REFEREED MULTIDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH Online: ISSN 2320-3145, Print: ISSN 2319-5789 1993). The behavioural aspect refers to what people do while at work, the action itself (Campbell, 1990). Performance encompasses specific behaviour (e.g., sales conversations with customers, teaching statistics to undergraduate students, programming computer software, assembling parts of a product). This conceptualization implies that only actions that can be scaled (i.e., counted) are regarded as performance (Campbell et al., 1993). Moreover, this performance concept explicitly only describes behaviour which is goal-oriented, i.e. behaviour which the organization hires the employee to do well as performance (Campbell et al., 1993). It is the contribution to organizational goals and can be measured by outcomes (Borman & Motowidlo, 1993). Moreover, job performance is productivity that expresses the quantity, quality and contribution of a job. When productivity is high the overall performance within the organization will be high (Schermerhorn, 2000). That is, job performance is an employee's overall work outcomes, including efficacy, efficiency, and effectiveness (Hsu, 2005). Schermerhorn (1992) argued that job performance is the results of quality and quantity after completion of a mission by an individual or a group. Borman and Motowidlo (1993) distinguished job performance into task performance and contextual performance. Task performance is the efficiency of individual work that indicates the degrees of completion of assignments under organizational expectations. It is the proficiency of an official job that contributes to the technological core of an organization (Borman & Motowidlo, 1993; Borman & Motowidlo, 1997). Motowidlo and Van Scotter (1994) further defined that task performance is individual work outcomes that are related to the organizational expectations or the degrees of achievement on a job assignment. It is a kind of in-role behavior, which will directly influence an organization’s performance. Contextual performance means that individuals have the willingness to perform organizational activities, which are unofficially regulative and the earnest to persist in the accomplishment of organizational assignments as well as cooperate and keep good relationship with coworkers to achieve better performance (Borman & Motowidlo, 1993). Contextual performance signifies that employees will help organizational operations by free will without any internal system to regulate or control. This kind of performance can intensify an organization’s or a group’s efficacy and further affect job performance (Crant, 1995). JOB STRESS AND JOB PERFORMANCE: Job stress is a new old concept, introduced first by Selye at the beginning of the twenty century and recently became one of the most important contemporary issues in applied research, the factors that lead to stress, its' consequences and the necessary strategies to deal with distress outcomes. It is existed in the life of every individual, within the family relations, at work and in any career, in any organization, all over the world. The outcomes of job stress exceeds productivity and quality of employees performance, its' psychological influence inverts into a bad lifestyle habits like smoking, over eating, drinking alcohol and lead to serious chronic diseases like hypertension and heart diseases (Owolabi, Owolabi, OlaOlorun & Olofin 2012). Ganster and Loghan, (2005) viewed Job stress as a dysfunctional for organizations and their members, although stress has been variously viewed as an environmental stimulus to an individual. Selye (1956) defined stress as an individual's reaction to environmental forces that affect an individual performance. Job related stress can be mostly immobilizing because of its possible threats to family functioning and individual performance. According to Rose, (2003) stress condition which happens when one realizes the pressures on them, or the requirements of a situation, are wider than their recognition that they can handle, if these requirements are huge and continue for a longer period of time without any interval, mental, physical or behaviour problems may occur. Stress exists in every organization either big or small the work places and organizations have become so much complex due to which it exists, work place stress has significant effects over the employees job performance, and the organizations around the world are trying to cope with this scenario (Anderson, 2003). In every organization and at every level of management and workers an elevated average level of stress is to be found which mostly has an effect on employees’ job performance. Rose, (2003) further states that employees have tendency towards high level of stress regarding time, working for longer hours which reduces employees urge for performing better. Numerous studies found that job stress influences the employees’ overall performance in their work. Because most of the organizations now are more demanding for the better job outcomes (AlexandrosStamatios et. al., 2003; Al-Aameri, 2003), in fact, modern times have been called as the “age of anxiety and stress”. Internal competition may for example, exert an amount of pressure or stress that at times can act as a motivator. In this respect, Papasolomou-Doukakis et al. (2004) suggest that a competitive internal www.scholarsworld.net [email protected] Volume. III, Issue II, April 2015 [3] SCHOLARS WORLD -INTERNATIONAL REFEREED MULTIDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH Online: ISSN 2320-3145, Print: ISSN 2319-5789 environment can motivate staff to improve performance; such competition among firms’ salesmen is facilitated by focusing on the achievement of sales targets, linking the achievement of sales targets to monetary rewards and using league tables involving sales performance. Too much pressure however, may have stress related implications such as employee mental alienation and/or impact on individual performance (Sdrolias et al, 2005); also, destruction of team spirit, dissatisfaction with or absence or even resignation from work can be manifestations of work stress. THE FIVE-FACTOR MODEL OF PERSONALITY AND JOB PERFORMANCE: The ‘Big Five’ model implies that personality consists of five relatively independent dimensions that altogether provide a meaningful taxonomy for the study of individual differences. These five dimensions are Openness to Experience, Conscientiousness, Extraversion, Agreeableness and Neuroticism. Each of the Big Five dimensions is like a bucket that holds a set of traits that tend to occur together. Our interpretation of the Big Five directly corresponds to our measurement of the five-factor model of personality. Openness to experience refers the number of interests to which one is attracted and the depth to which those interests are pursued. The behavioral tendencies typically associated with Openness to Experience include being imaginative, cultured, curious, original, broad minded, intelligent, and having a need for variety, aesthetic sensitivity, and unconventional values (McCrae & John, 1992). Openness to Experience is correlated to technical and innovativeness, deviating approach, and political moderation (Judge et al., 2002). The social propensity generally related with Openness to Experience comprise of being creative, cultivated, curious, open-minded, intellectual having a need for diversity, aesthetic and sensitivity" (McCrae & John, 1992). Openness to Experience is also referred to as ‘double-edged sword’ because it prompts personalities to have intense good feelings as well as intense bad feelings. However, studies by Barrick and Mount (1991) echoed a positive relationship between the openness to experience dimension and job performance for “training proficiency criterion” which seems to suggest that these individuals are innovative, caring and insightful (Judge and Bono, 2002). Further, these kinds of individuals have a very optimistic approach for training and learning experiences (Barrick & Mount, 1991). Conscientiousness refers to the number of goals on which one is focused. It is related to dependability and volition and the typical behaviours associated with it include being hard working, achievement- oriented, persevering, careful, and responsible (Barrick & Mount, 1991). This type contains traits like diligent, attentive, vigilant, comprehensive, responsible, systematized and determined (Barrick & Mount, 1991). High conscientiousness personalities are logical, reliable, and risk averter. These persons are responsible, reliable, determined, cautious, and thorough, who focus on success which is also very significant characteristic for performing work tasks (Barrick & Mount. 1991, 1993). This is the reason conscientiousness persons are best related with job performance (Barrick & Mount, 1991) in all the traits. Conscientious people forms long-standing work exchange relations and search for such atmosphere where they have better chances for achievement and success (Raja et al., 2004). Conscientiousness individuals are among the best to lead to significant job performance (Barrick et al., 2001; Judge et al., 2002) because of their work participation and their characteristic of being able to take the opportunity to get formal and informal rewards. Erdheim et al. (2006) also echoed a positive link between affective commitment and conscientiousness. Extraversion refers to the level of sensory stimulation with which one is comfortable. The behavioural tendencies used to measure this factor include being sociable, gregarious, assertive, talkative, and active (Barrick & Mount, 1991). Extraverts have a tendency to be spontaneous, communicative, energetic, positive, and enthusiastic (Watson & Clark, 1997). Extraverts are capable of practicing affirmative emotions (Costa & McCrae, 1992) which in turn lead to job gratification (Connolly & Viswesvaran, 2000). Extravert individuals are emotionally firm and sure that’s why they possess contented personality (Erdheim, Wang & Zickar, 2006) and this blissful personality is the key feature of contented life and job satisfaction (Judge et al. 2002). Extraverts are also effective analyst of job performance for professions like administrations, social relation and sales (Barrick & Mount, 1991). Agreeableness refers to the number of sources from which one takes one's norms for right behaviour. The behavioural tendencies typically associated with this factor include being courteous, flexible, trusting, goodnatured, cooperative, forgiving, soft-hearted, and tolerant (Barrick & Mount, 1991). Between agreeableness and job performance the correlation is very weak (Barrick & Mount, 1991) and similar is the case with the www.scholarsworld.net [email protected] Volume. III, Issue II, April 2015 [4] SCHOLARS WORLD -INTERNATIONAL REFEREED MULTIDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH Online: ISSN 2320-3145, Print: ISSN 2319-5789 relationship between agreeableness and job satisfaction (Judge et al., 2002). This facet of big five model is related with normative commitments significantly (Erdehim et al., 2006). Neuroticism refers to the number and strength of stimuli required to elicit negative emotions in a person. Typical behaviours associated with this factor include being anxious, depressed, angry, embarrassed, emotional, worried, and insecure (Barrick & Mount, 1991). Neuroticism signifies variances of individual tendency to experience suffering and is defined as emotionally insecure and uneven" (McCrae & John, 1992). Neurotics have no belief and faith on others (Goldberg, 1990), and have no social expertise to handle the situations that claim to take control. As compare to other individuals, neurotics experience more adverse feelings in life. That’s the reason they are found to be negatively related with job satisfaction (Judge et al., 2002) and job performance (Barrick & Mount, 1991). Generally persistence commitment is negatively correlated to professional performance and neurotics are positively aligned with persistence commitment (Erdheim, Wang & Zickar, 2006). Meta-analysis by Meyer et al. (2002) showed that persistence commitment is negatively interrelated with complete performance and Neuroticism also negatively interrelated with professional performance (Barrick & Mount, 1991). RESEARCH HYPOTHESES: Hypothesis 1a: Job stress will positively relate to job performance Hypothesis 1b: Extraversion will positively relate to job performance Hypothesis 1c: Openness to Experience will positively relate to job performance Hypothesis 1d: Agreeableness will positively relate to job performance Hypothesis 1e: Conscientiousness will positively relate to job performance Hypothesis 1f: Neuroticism will positively relate to job performance Hypothesis 2: Big five personality traits will moderate the relationship between job stress and job performance METHODS AND MATERIALS: Design: The research design adopted for this research was a descriptive survey research design using the ex-post facto type. The descriptive survey is used in this study in order to ascertain and be able to describe the characteristics of the variables of interest in a situation. Descriptive studies are also undertaken to understand the characteristics of organizations that follows certain common practices. The goal of a descriptive study is to offer to the researcher a profile or to describe relevant aspects of the phenomena of interest from an individual, organizational, industry-oriented, or others perspectives (Uma Sekaran, 2006). Population, Sample and Sampling Technique: The populations of the research are all service employees in the Nigerian banking industry Lagos metropolis. The sample consisted of 200 service employees in the banking sector. All these employees are from various departments; Sales, Marketing, Human resource, Administration and Customer care service. This study employed simple random sampling and purposive sampling techniques. Simple random sampling was used in order to avoid bias and to ensure that each service employees had an equal chance of being selected. According to Amin (2005) randomization is effective in creating equivalent representative groups that are essentially the same on all relevant variables thought of by the researcher. Purposive sampling was used in selecting respondents because the researcher wanted to study the job performance of only service employees in the banking sector. Ethical Considerations: All respondents of this study were under informed consent and received written information about the purpose of the study as well as the confidentiality taken by the researchers through the human resource managers. The banks ethical committee approved the research plan. Participation was voluntary. Participants were informed about their possibility not to answer some of the questions or the whole questionnaires. No names were used during the coding, the data analysis and the reports. All gathered information is confidential and no individual information is given to the authorities. www.scholarsworld.net [email protected] Volume. III, Issue II, April 2015 [5] SCHOLARS WORLD -INTERNATIONAL REFEREED MULTIDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH Online: ISSN 2320-3145, Print: ISSN 2319-5789 Measurements: Job Performance Scale (JPS): The job performance was assessed using Task and contextual performance scale developed by (Gomez- Mejia et al., 2007). The instrument contains 25 items, 16 items measuring employee task performance and 9 items for contextual performance. All of the items were adapted from William and Anderson (1990). All items were rated on a five-point Likert scale, namely 1=strongly disagree, 2=disagree, 3= undecided, 4=Agree, 5=Strongly Agree. To determine the score of this scale, ratings on each item are summed and divided by the total number of items on the scale. Negative statement items on the instrument were reverse-coded so that a high score on the instrument indicates a high degree of job performance for the public servants. The scale is based on employee’s relative judgment that focuses on the overall Job performance, which is based on task-related performance and contextual performance behaviour. A sample item is “I often try to make constructive suggestions for improving how things operate in this department. The scale reported a strong alpha’s of 0.921 for task performance and 0.936 for contextual performance. The internal consistency reliability for the overall Job Performance scale was 0.927. NEO Five-Factor Inventory (NEO-FFI): The Big five personality traits were measured with the Hindi version of the NEO Five-Factor Inventory (NEO-FFI), originally developed by Costa and McCrae (1992). The NEO-FFI is a well recognized, extensively tested and widely used scale to measure the Big Five Personality dimensions (e.g. Renner, 2002). This inventory consists of sixty items (twelve items for each factor) and based on five-point Likert format (from “strongly agree” to “strongly disagree”). The NEO-FFI was translated and validated into the Hindi language for the use in present research work. To check the items validity on our sample item total correlation was performed. Items related to openness to change factor have not shown the satisfactory item total correlation so this factor was dropped in further analysis. Reliability analysis was performed for remaining items. In present study, internal consistency reliability (Cronbach’s Alpha) was found to be 0.76 for neuroticism (8 items), 0.50 for extraversion (7 items), 0.65 for agreeableness (9 items) and 0.77 for conscientiousness factor (12 items). Job Stress: The standardized instrument utilized was the Weiman Occupational Stress Scale, which was designed in 1978. The Weiman Occupational Stress Scale was used to establish a baseline score for the participants in the study. The Weiman Scale is a fifteen question Likert-type instrument that measures work related stress. Answers on the scale range from 1-5 points, with 1 = never, 2 = seldom, 3 = sometimes, 4 = frequently, and 5 = nearly always. The participants were asked to identify and rank order stress management techniques and/or methods which had been provided for the subjects in the form of a list. The WOSS have yielded a .90 reliability coefficient and has also been shown to be a valid measure of occupational stress. The Weiman Occupational Stress Scale has also shown predictive validity in that high scores on this scale been used as not only an indicator of present stress experienced by employees, but also of future stress associated with their positions if they do not proactively act to resolve their present situations. The author chose these instruments for several reasons. Both the Weiman Occupational Stress Scale and the listed questionnaire were simple instruments for subjects to complete and it takes very limited time and instructions. On average, the questionnaires took approximately 10-15 minutes to complete. Procedure for Data Collection: Introductory letters and a set of questionnaires were distributed to selected banks. This served as a means of acquiring permission to undertake the research in the selected banks. Upon acquisition of a written permission, willing respondents were selected from the selected Banks and given self-administered questionnaires to fill. The questionnaires were interpreted where necessary. The administering of questionnaires lasted for two week. Two hundred (200) of out of two hundred and twenty (220) completed questionnaires were returned, representing a response rate of 88%. Data Analysis: In analyzing the data, there are various statistical tests and the interpretation of the results of the analyses, using the SPSS Version 11.0 and also Excel. After the data were coded, they were entered into a SPSS data file for analyses. Descriptive statistics (mean and standard deviation), Hierarchical Regression Analysis (ANOVA), and correlation tests were performed by the investigator for each research hypothesis. www.scholarsworld.net [email protected] Volume. III, Issue II, April 2015 [6] SCHOLARS WORLD -INTERNATIONAL REFEREED MULTIDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH Online: ISSN 2320-3145, Print: ISSN 2319-5789 HYPOTHESES TESTING: Results TABLE 1: MEANS, STANDARD DEVIATIONS AND ZERO-ORDER CORRELATIONS (N=200) Variables 1) Gender Mean SD 1 1.57 .50 1 2 3 4 2)Age 2.88 1.67 -.11 3)Current Job Position 2.68 1.60 .03 .137** 1 4)Years of Experience 1.96 .149** .22* 5) Job Stress 2.95 1.42 -.15 6) Neuroticism 7) Extraversion .70 -.09 5 6 7 8 9 10 11 1 -.01 .15 1 -.15 1 2.88 1.67 -.120* .129** .08 .06 .15 3.18 1.61 -.122* .07 .130** .130**.133** 1 -.09 1 8) Openness to experience3.30 1.66 .05 .06 .08 -.08 .06 .07 .09 9) Agreeableness 3.28 1.64 .10 .17 .09 -.15 .02 .136* * .12 10)Conscientiousness 3.13 1.59 .01 .121* .15 -.07 11) Job Performance 3.92 1.71 -.09 .126** .122* .138* .144**.245** .341**.250** .497** .332** 1 .130**.129** .17 1 .05 1 .13 .21 1 Notes: ** Correlation is significant at the 0.01 level (2-tailed). * Correlation is significant at the 0.05 level (2-tailed). The means, standard deviations and zero-order correlations of all variables involved in this study are presented in Table 1 above. As shown in the table, Neuroticism (r =. 245** 1, p < .01), extraversion (r = .341**, p < .01), conscientiousness (r = .332**, p < .01) and job stress (r = .144**, p < .01) were significantly positively related to interpersonal performance. Furthermore, year of experience (r = .135*, p < .05), age (r = .126**, p < .01) and current job position (r = .138*, p< .01) were also shown to be significantly positively related to Job stress. TABLE 2: SUMMARY OF HIERARCHICAL REGRESSION ANALYSIS FOR VARIABLES PREDICTING JOB PERFORMANCE (N=200) Variable Step 1 Gender Age Current Job Position Years of Experience 2 β ∆R F∆ p -.07 .232* .151 -.070 .094 2.518 .046 2 R = .57, *p<0.05, **p<0.01, ***p<0.001 Step 2 Job Stress Extraversion Openness to experience Agreeableness Conscientiousness Neuroticism .285** .342*** .300** .290** .320*** .402*** .335 8.886 .000 2 R = .366, *p<0.05, **p<0.01, ***p<0.001 www.scholarsworld.net [email protected] Volume. III, Issue II, April 2015 [7] SCHOLARS WORLD -INTERNATIONAL REFEREED MULTIDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH Online: ISSN 2320-3145, Print: ISSN 2319-5789 Step 3 Job Stress Extraversion Openness to experience Agreeableness Conscientiousness Neuroticism JSE JSOE JSA JSC JSN .220 .416 .425 .931 -.337 .887 .389** .278* .498** -.308** .556** * .428 9.535 .000 2 R = .462, *p<0.05, **p<0.01, ***p<0.001 A hierarchical regression analysis was conducted to test the relationship between the job stress and job performance (Refer to Table 2). To examine the causal link between aforesaid predictors and criterion variables, hierarchal regression analyses was performed. In this analysis age, gender, current job position and years of experience were entered in the first step of the model and used as a controlled variable. Job performance was used as dependent variable and the Big Five personality traits were used as independent variables. Consistent with Hypothesis 1a, a significant (β = .285**, p < .01) positive relationship was found between job stress and job performance. The hierarchical regression analysis was also used to examine the interaction of Big Five personality traits with job stress while predicting interpersonal performance. To test this, the interactive variables between big five personality traits and job stress were added in step 3. However, all the interactions were found significant. Extraversion (β = .389**, p < .01), Openness to experience (β = .178*, p < .05), Agreeableness (β = .498**, p < .01), Conscientiousness (β = -.208**, p < .01), and Neuroticism (β = .237***, p < .001). Therefore, there was a support for Hypothesis 2. Besides, there is an interesting result shown in step 2 in Table 2. A significant (p < .001) positive relationship was found between the big five personality traits and job performance that this relationship was not hypothesized. DISCUSSION AND CONCLUSION: The results of the present study derived from service employees working in the banking sector in Nigeria. In hypothesis 1a, which states that job stress will relate positively with job performance was supported by the result of this study. The positive relationship between job stress and job performance originates from the psychological contract approach between the individual and the employing organization. These results affirm previous research that shows that when an employee takes the time to go above and beyond their job description, such as working extra hours or going to company events, this can increase the amount of stress they feel while at work (Muse Harris & Field, 2003). Here, the individuals are viewed as rational beings who are primarily concerned with performance because they know that they are being paid for doing the job. Individuals are expected to ignore the adversities creating hindrances toward better job performance regardless of whatever happens in the work environment. It is believed that workers will not let their performances be affected by those happenings. Their performance will remain more or less at the same level in the presence of high chronic job stress as well as in the absence of it. This segmented view of individuals even suggests that for the majority of workers in industrial societies, work is not the central life interest (Taveggia & Kaplan, 1998). Thus, the advocates of this approach view job stress neither as functional (improved performance) nor dysfunctional (reduced performance), but rather as a neutral state for individuals’ job performance. In the recent Meta-analysis, 6 (12%) of the 52 empirical studies supported the existence of the relationship between job stress and job performance. Acknowledging the result in hypothesis 1b, which states that extraversion personality traits will positively related to job performance, the result was found to be significantly related to job performance. This result is in line with what has been found in previous research (Watson & Clark, 1997; Connolly & Viswesvaran, 2000); extraverts have a tendency to be spontaneous, communicative, energetic, positive, and enthusiastic. Extraverts are also effective analyst of job performance for professions like administrations, social relation www.scholarsworld.net [email protected] Volume. III, Issue II, April 2015 [8] SCHOLARS WORLD -INTERNATIONAL REFEREED MULTIDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH Online: ISSN 2320-3145, Print: ISSN 2319-5789 and sales (Barrick & Mount, 1991). As hypothesized, this study support previous research (Judge and Bono, 2000) who echoed a positive relationship between the openness to experience dimension and job performance for “training proficiency criterion” which seems to suggest that these individuals are innovative, caring and insightful (Further, these kinds of individuals have a very optimistic approach for training and learning experiences (hypothesis 1c). Hypothesis 1d, which states that agreeableness personality will relate positively with job performance, was supported by this study. However, the result contradict with previous research (Erdehim et al., 2006), between agreeableness and job performance the correlation is very weak and similar is the case with the relationship between agreeableness and job satisfaction. This facet of big five model is related with normative commitments significantly. In the exploratory Hypothesis 1e: conscientiousness will relate positively with job performance, however, the result found conscientiousness to be significantly related to job performance. The result collaborates with Barrick and Mount (1991), people who are high in conscientiousness generally perform better at work than those who are low in conscientiousness Conscientious individuals can perform their part of the work with a minimum of oversight (Morgeson, Reider & Campion, 2005). Moreover, conscientious individuals are dependable, efficient, and hardworking. They are predisposed to take initiative in solving problems and are more methodical and thorough in their work. It seems reasonable that this trait would result in higher job performance (Morgeson, Reider & Campion, 2005). As hypothesized, this study also supports previous research (Meyer et al. 2002) that shows that persistence commitment is negatively correlated to professional performance and neurotics are positively aligned with persistence performance and commitment to work (Hypothesis 1f). The regression analysis suggested that job performance can be predicted from openness to experience, conscientiousness, neuroticism, extraversion and agreeableness personality as well as job stress. All the big five personality traits had the same regression result with the research by Barrick et al. (2005) that they found direct effect on performance. These are traits that might be beneficial to performance depending on the job or the situation, but they would not necessarily contribute to job performance. Also, for agreeableness as it was found to be positively related to job performance in the past research (Barrick et al., 2005), thus further replication and clarification in future research is needed. Lastly, as can be seen from Table 2, hypothesis 2, there is a moderating effect shown in the regression analysis. Personality is one of potential type of resource, which helps in dealing the stressful situation in different ways like either by developing defense mechanism against stress or by avoiding stress or learning handling stress in proper way by adapting according to the demand of work (Kahn, 1992), as job performance is supposed to increase in presence of resources and positive personality traits and vice versa. The personality traits act as instrumental and it boosts performance in such way that the employees have the strength to handle the job demands and thus minimize the negative effects of stress on the performance (Arnold, Jari, Evangelia & Despoina, 2007). In summary, the findings of this study suggest that when assessing how effective one is in performing on the job, all the big five personality traits will be important predictors. Among these traits, the present study suggests that agreeableness is the most important determinant of job performance in the banking sector. CONCLUSIONS: The findings suggest that there is a significant positive relationship between job stress and the big five personality traits with job performance. Also, the big five personality traits play an important role in moderating the relationship between job stress and job performance. A strong relationship emerged between agreeableness, extraversion and conscientiousness with job performance. However, the relationship between neuroticism and openness to experience is somewhat partial. A moderating effect was also revealed in the regression analysis. The obtained results were discussed in the light of available theories and researches. Furthermore, the results from this study have important practical implications in the employee selection process. 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