FYP Complete 2 PDF

Faculty of Cognitive Sciences And Human Development
THE RELATIONSHIP BETWEEN PERSONALITY TYPES AND
EMPLOYEE MOTIVATION.
Name: Ainin Sofea binti Mohd Fozi

Matric No.: 51105
Bachelor of Science
(Human Resource Development)
2017/2018
Table of Contents
Page
Chapter 1- Introduction
5
1.0 Introduction
6
1.1 Background of Study
8
1.2 Statement of Problem
10
1.3 Research Objectives
11
1.4 Research Hypothesis
12
1.5 Conceptual Framework
13
1.6 Significant of Study
14
1.7 Limitation of Study
15
1.8 Definition of Terms
18
1.9 Summary of Chapter
Chapter 2- Literature Review

19
2.0 Introduction
20
2.1 Concept Types of Personality
21
2.1.1 Big Five Theory
22
2.1.2 Agreeableness
23
2.1.3 Extraversion
24
2.1.4 Conscientiousness
25
2.1.5 Openness to Experience
26
2.1.6 Neuroticism
27
2.2 Concept of Motivation
27
2.2.1 Concept of Employee Motivation
2
28
2.3 Theory Related to Employee Motivation
28
2.3.1 Herzberg’s Two Factor Theory
29
2.4 Empirical Studies
29
2.4.1 Past research about personality and motivation
30
Chapter 3- Methodology
31
3.0 Introduction
32
3.1 Research Design
33
3.2 Population, Sample and Sampling
34
3.3 Instrument
36
3.4 Validity and Reliability
37
3.5 Ethics of Study
37
3.6 Data Collection Method
38
3.7 Data Analysis Technique
39
40
Chapter 4- Data Analysis
41
4.1 Normality Test
42
4.2 Demographic Profile
50
4.3 Reliability Analysis
52
4.4 Descriptive Analysis
53
4.4.1 Agreeableness
55
4.4.2 Extraversion
56
57
4.4.4 Openness to Experience
3
59
4.4.5 Neuroticism
60
4.4.6 Employee Motivation
62
4.5 Pearson Correlation
70
4.6 Multiple Regression Analysis
72
4.7 Summary
Chapter 5- Conclusion
73
5.1 Introduction
74
5.2 Summary
74
75
5.4 Recommendation
77
5.5 Direction for future studies
79
References
84
Appendix I
93
Appendix II
4
CHAPTER ONE
INTRODUCTION
1.0 Introduction
This research is about a study about types of personality and nurses’ motivation in an
organization. This chapter will discuss about background of study, problem statement, research
objectives, research hypothesis, conceptual framework, definition of terms, significance of
study and limitation.
5
1.1 Background of Study
People are an organization's most valuable asset and this is especially true in relatively
low-tech, labor intensive industries such as construction, but again, people also represent the
most difficult resource for organizations to manage (Joseph, 2015). On top of the on- going
focus on recruiting new talent, a further challenge lies in ensuring existing staff are focused,
engaged and thus retain (Manzoor, 2012). According to The Sun Daily (2016), a recent
SkootJobs.com online survey found that 26.6% of the respondents comprising Malaysian youth
were suicidal about their jobs. The survey among over 15,000 youths aged 18¬ to 35¬ years,
found 33% of them hating their jobs, while another 25.3% said they were 'OK' with their jobs.
Based on this statistics, we can see that currently employees are not happy with their jobs.
Organizational performance is led by employees that have motivation in doing things right and
doing the right things (Chin et al, 2016).
Managers within organizations are primarily responsible to ensure the tasks or job is
done through employees in the right way. To achieve this, managers must make sure that they
have a knowledgeable personnel department for the recruitment of the best employees that are
competence to do the job. Good organizations will recognize that personality of employees will
result in a better business performance, so many are placing greater importance on determining
employee personality and how to motivate them in order to keep them remain happy (Omar,
Jusoff, & Hussin, 2010). For the company to boost employee’s performance there is a need for
the employees to be adequately motivated. In as much as personality impacts on employee
motivation, there is need to blend the suitable motivational tools with effective management
and leadership to achieve this goal (William, 2010). The subject is not clearly understood and
more often than not poorly practiced even though a lot of scholarly research has been written
on motivation.
6
The fast food industry in Malaysia is wide and fast food restaurants open through
franchising all over the country. The services sector was known as the tertiary sector of
economy where services are provided to businesses and consumers (Riley, 2012). Services
sector was one of the few sectors that are important for economy of Malaysia. According to
Malaysia Economics Statistics – Time Series (2009) as cited in Kumar,Ramendran and Yacob
(2012) the National Accounts stated the wholesale and retail trade, hotels and restaurants at
current prices was the second largest contributor after the manufacturing sector which
contributed 14.08% from the total in 2009.
The purpose of this study is to identify the employee’s personality which will lead to
employee motivation towards their organization. By conducting this research, the researcher
wants to prove that personality traits have a relationship with employee motivation and may
lead towards increasing the organization’s performance. The methodology is used in this
research is quantitative studies. Results from this study will be practically significant to
practitioners in providing them with information on the most effective ways on how to manage
their employee motivation.
7
1.2 Problem Statement
Nowadays, there are too many types of work have been introduced because of the
speedy changes of technology and types of business. It is difficult for the company to handle
and finds the suitable task and job to be given to the companies because different types of
personality of each employee. Without the right attitudes and real abilities of employees that
be assigned to complete the task or being put in the wrong position in the organization, it will
affect employee motivation on performing their job. In this situation, both parties which are
managers and organization must create a way of systematically to motivate their employees to
have right behavior thus perform well in their jobs.
The fast food industry is a service and a people oriented. High turnover rates in fast
food industry usually happened. The turnover rates in fast food industry for year 2006 in
Malaysia, for managerial level is at 15% and non-managers is at 93% (Personal
Communication as cited in Ghazali, 2010). This is supported by Ghazali (2010) burger
company annual turnover for non-managerial staff is 111%. Ryan, Ghazali and Mohsin (2011),
they took a sample of 806 from the workers from fast food industry and found that 20% were
often thinking of leaving their occupation, and the intention to leave were found to be
influenced by friends and feeling stressed and burn out. According to Kumar, Ramendran and
Yacob (2012) time of failure will lead to employee’s low motivation and rather choose to
turnover (Aarons & Sawitzky, 2006). Many studies has been done in the fast food industry
which is job satisfaction and organizational commitement. However in this study, employee
motivation has been chosen. The underlying concept of motivation is some driving force within
individuals by which they attempt to achieve specific goals in order to fulfil any need or
expectation (Osabiya, 2015). In this situation, both parties which are managers and
organization must create a way of systematically to motivate their employees to having right
behaviors thus perform well in their jobs. With these traits, each employee have a different
8
personality and characteristic that can cause a problem to their motivation and will affect the
organization performance because the organization needs to predict jobs and task that suitable
for employees so they can perform well for it. This research will be conducted for frontline
workers. This is because frontline workers provides the services through direct contact and this
will make them have opportunities to build a good relationship with the customers.
According to Ackerman (2017) the model was termed the “Big Five” and launched
thousands of explorations of personality within its framework, across multiple continents and
cultures and with a wide variety of populations. In past research the theory that have been used
is Maslow’s theory of motivation. However, this study will use Herzberg Two Factor theory.
Based on Shen (2013) Motivation Factors are Intrinsic Factors that will increase employees’
job satisfaction while Hygiene Factors are Extrinsic Factors to prevent any employee
dissatisfaction. These theories will support the data analysed and it can be interrelated with
facts to strengthen the research study. Past research study about motivation and personality
types but the study were focussing on another types of personality which is the theory from
Eysenck and Keane in the year 1997. However in this research, it will study about Big five
theory by Goldberg (1990).
9
1.3 Research Objectives
Research objectives were divided into two sections which are general objectives and
specific objectives.
General Objectives
• To examine the types of personality that influencing the employee motivation.
Specific objective
• To identify the types of personality which is openness to experience that
influencing the employee motivation.
• To investigate the relationship between conscientiousness and employee
motivation.
• To investigate the relationship between extraversion and employee motivation.
• To study the relationship between agreeableness and employee motivation.
• To investigate the relationship between neuroticism and employee motivation.
• To determine the dominant types of personality that influencing employee
motivation the most.
10
1.4 Research Hypothesis
Hypothesis 1
H1: There is a relationship between openness to experience and employee motivation
in the organization.
Hypothesis 2
H2: There is a relationship between conscientiousness and employee motivation in the
organization.
Hypothesis 3
H3: There is a relationship between extraversion and employee motivation in the
organization.
Hypothesis 4
H4: There is a relationship between agreeableness and employee motivation in the
organization.
Hypothesis 5
H5:There is a relationship between neuroticism and employee motivation in the
organization.
Hypothesis 6
H6: There is a dominant types of types of personality that influencing employee
motivation the most.
11
1.5 Research Framework
Independent Variables Dependent Variable
Conscientiousness
Agreeableness
Employee’s Motivation
Neuroticism
Openness to
Experience
Extraversion
Source: Laura Seibokaite, Aukse Endriulaitiene, (2012) "The role of
personality traits, work motivation and organizational safety climate
in the risky occupational performance of professional drivers", Baltic
Journal of Management, Vol. 7 Issue: 1, pp.103-118,
https://doi.org/10.1108/1746526121119589
12
1.6 Significance of Study
Researcher
By conducting this research, the researcher could enhance their current
knowledge and get a better understanding about the topic. Besides that, the researcher
can get a clear vision about employee’s personality that will give impact to employee
motivation in the organization. Furthermore, by conducting this research, the researcher
will be able to gain new ideas for the future research, thus, produce a better and high
quality research.
Organization
This organization allows to determine and identify employee's personality that
will encourage the employee motivation and make them perform much better from
time to time. Not only that, the findings can give guidance to the organization for
making decisions to know their employee's personality and it will enhance employee
motivation. As we know, employee motivation is important as employees are the person
that will make sure the organization will run smoothly.
Employees
There are several benefits that can be gained by employees through this research.
It will provide a medium to encourage employee to know their personality that can
affect their jobs in the organization. In this way, the performance of employees can be
improved. Next, it also motivates employees in performing their jobs at workplaces in
the organization.
13
Scope of Study
This research will involve employees from a private hospital. This study will
help organizations in determining the suitable personality of their employees that will
lead to employee motivation in which they can use to enhance their capability of
performance at the workplace.
The limitations for this research are some limitations that occur and might affect
the outcomes of this study. One of the obstacles for this study might come from the
respondents itself especially in giving cooperation and their honesty in answering the
questionnaire given. Only selected respondents that involves in answering the
questionnaire since the samples are not large enough.
Another limitations in this research is that time constraints. This is because
personality of a person cannot be determined in a short time but it required a long period
of time to observe and analysed a person’s personality. However, the Big Five
Inventory test were able to determine a person’s personality in a short time. Although
this test is not specifically which cause the result is not accurate as the other test take a
long time to be tested.
14
1.8 Definition of Key Terms
There are several terms that need to understand in this study, which are:
1.8.1 Employee Motivation
Conceptual
Employee motivation is a complex and well-studied in previous research that convey
internal drives to satisfy an unsatisfied need and the will to accomplish through a physiological
or psychological that stimulates a performance that is intended at an objective. In simplified
terms, motivation can be defined as, “the reasons underlying human behavior” (Denhardt et al.,
2008, p. 146).
Operational
Researchers defined employee motivation as the employee who would want to pursue
their jobs in their own way.
1.8.2 Personality
Conceptual
According to Ackerman (2017) personality is an easy concept to grasp for most of us. It’s what
makes you “you”. It encompasses all the traits, characteristics, and quirks that set you apart
from everyone else. “Big Five” personality dimension is an example of personality traits.
Operational
15
Personality is a trait in an individual and it was influenced by the environment. Personality will
create an identity for a person. In this research, an individual personality can be detect by their
behavior and their perception towards the job given.
1.8.3 The Big 5 Theory
Conceptual
This model was termed the “Big Five” and launched thousands of explorations of personality
within its framework, across multiple continents and cultures and with a wide variety of
populations (Ackerman, 2017).
Operational
The researchers want to study about the big five personality which is agreeableness,
openness to experience, conscientiousness, extraversion and neuroticism which can explain
individual differences in personality of human behaviour.
1.8.4 Agreeableness
Conceptual
According to (Seibokaite, 2010), individuals tend to be involved in their work when they view
work and career achievement as means for the maintenance and enhancement of their feelings
of personal worth and esteem.
Operational
An individual who have this personality traits are always concern and sympathy to another
person.
16
1.8.5 Extraversion
Conceptual
Extraversion is described as a trait of sociability, preference of large groups and gatherings,
assertiveness, activity, cheerfulness, and optimism. This trait is usually found to be positively
correlated with risk-taking behaviour.
According to Udoudoh, S. J. (2012), the extraversion dimension contrasts an outgoing
character with a withdrawn nature and they are energetic and optimistic.
Operational
The personality of an individual who is an extraversion can be affected by working
environment. Researcher have define an extraversion individual as an interaction between
another individual and working place is an important component for the extraversion individual
to boost their self esteem. Besides, communication between an individual with outsider can
happened too.
Conceptual
According Ackerman (2017) as cited in the article conscientiousness was found to correlate
somewhat negatively with neuroticism and somewhat positively with agreeableness, but had
no discernible relation to the other factors (Ones, Viswesvaran, & Reiss, 1996).
Operational
An individual who have this characteristics will do their task in the right way. The individuals
that have this personality trait will perform well in doing their job.
1.8.7 Openness to experience
17
Conceptual
Openness (refers to active imagination, aesthetic sensitivity, preference for variety, intellectual
curiosity, and independence of judgment) is one of the traits, which is less studied in the risky
behavior research. Based on Sayyed Mohsen Allamed (2012), an individual who are in this
category are conventional and find comfort in the familiar.
Operational
Openness to experience is a personality trait that can be related to the way of acceptance of an
individual with the changes of the environment. If the individual is positive and optimistic they
can accept other people critics with open mind and it will increase their job performance.
1.8.8 Neuroticism
Conceptual
As Halder, Roy and Chakraborty (2010) said, neuroticism being the most pervasive domain of
personality scales which contrasts adjustment and measures a dimension of normal personality.
Operational
In this research, researcher want to study about neuroticism and want to prove that it will affect
the job satisfaction in an individual. An individual who their emotions is unstable will affect
their performance and also neuroticism can affect the individual become not professional in
their work.
1.9 Summary
As a conclusion, this chapter provides a brief introduction to the research
conducted, the background of study, statement of problem, objective of the study,
conceptual framework, hypotheses, significant of study, limitation of study and
definition of term of this study are discussed.
18
CHAPTER 2
LITERATURE REVIEW
2.0 Introduction
This chapter discussed about the issues, theories related to the study, findings from past
studies and summary.
Each firm has a desire to achieve success and reached their organizational goals.
Nowadays, the extremely challenge competition between firm and rapid changing in every
aspect, especially in term of information and technology makes the employees need to cope
and adapt with it. It leads to pressure and stress in the workplace when they need to struggle
with learning a new thing with the continuous changes of the trend and technology. To assured
the employees retain at the organization, especially the ones who have a competitive advantage,
optimist association ought to be formed.

19
In order to convince them to stay in the organization, their motivation should boost up
to make them happy and have an interest in attaining the organization goals. There are many
different styles and completely different methods to enhance employee motivation. Therefore,
the purpose of this study is to identify the types of personality that affect employees’ motivation
in the organization, particularly in Kuching, Sarawak, Malaysia.
2.1 Concept Types Of Personality
Every single human has their own distinctive personality and it can emphasize how
special and different the human with one another. The differences between one another can be
differ but these different types of personality can hardly be used to describe a person personality
precisely. There are lots of number of books and other publication give different meanings of
“PERSONALITY”. According to Ackerman (2017) Personality is an easy concept to grasp for
most of us. It’s what makes you “you”. It encompasses all the traits, characteristics, and quirks
that set you apart from everyone else. In the words of the American Psychological Association
(APA), personality is: “individual differences in characteristic patterns of thinking, feeling, and
behaving” (APA, 2017). However to describe personality, it’s clear that personality has a big
impact on life. In fact, personality has been found to correlate strongly with life satisfaction
(Boyce, Wood, & Powdthavee, 2013). With such a large potential impact on life, it’s important
to have a reliable way to conceptualize and measure personality. According to Cruickshank,
Jenkins and Metcalf (2003), the personality is the totally of character and behavioral traits
peculiar to an individual. According to (Mayer, 2007, p.14), personality is structured,
developing system inside each individual that characterizes the sum of total of ways in which
an individual reacts and interacts with others. So, each person has different personality and not
a single individual have the same personality, not even identical twins. These show that an
20
individual has a dynamic organization within them which is related to psychological systems
that determine his unique adjustments to his environment. The “big five” or five-factor model
of personality represents a classification that completely explain human personality, whose
validity is strongly supported by empirical evidence (e.g. Digman, 1990; Goldberg, 1993;
McCrae and Costa, 1996; O’Connor, 2002).
2.1.1 Big Five Theory
The Big Five Personality Trait Taxonomy emerged as a robust, clear, and concise modl
which was developed by analyzing the thousand of traits adjectives used by indviduals to
describe themselves or other ( John & Srivastava, 1999 as cited in Hart et al. 2007). Najib
Ahmad Marzuki (2013) stated in his study that the five-factor model of personality, often
termed the Big-Five consist of Neuroticism (the tendency to exhibit poor emotional adjustment
such as anxiety, impulsivity and fear), Extraversion (the tendency to be active, sociable,
assertive and directive), Openness to Experience (the tendency to be creative, autonomous and
curious), Agreeableness (the tendency to be cheerful, likeable and cooperative) and
Conscientiousness (the tendency to have a sense of achievement and dependability).
Agreeableness and conscientiousness were said to increase the probability of positive
experiences in social and achievement situations which directly related to well-being. On the
other hand, openness to experience should lead a person to experience more positive emotional
state. Similarly, extraversion has an influence on positive affect while neuroticism negatively
influences wellbeing. Employees who separated from others and conversely who were so
connected as to be completely involved with others, were outside the normal range of
socialization and were considered less well.
21
Trait Description
Openness Curious, original, intellectual, creative and open to new

ideas.
Conscientiousness Organized, systematic, punctual, achievement oriented and
dependable.
Extraversion Outgoing, talkative, sociable, and enjoys being in social
institution.
Agreeableness Affable, tolerate, sensitive, trusting, kind and warm.
Neuroticism Anxious, irritable, temperamental, and moody.

Source: Goldberg, I., R. (1990). An alternative “description of
personality”: The big-five structure. Journal of Personality & Social
Psychology’, 59.1216-1229.
2.1.2 Agreeableness
Agreeable individuals tend to value benevolence, tradition, and conformity, while
avoiding placing too much importance on power, achievement, or the pursuit of selfish
pleasures. According to Ackerman (2017) agreeableness may be motivated by the desire to
fulfill social obligations or follow established norms, or it may spring from a genuine concern
for the welfare of others. Whatever the motivation, it is rarely accompanied by cruelty,
ruthlessness, or selfishness.In addition, Ramalu et al. (2011) argued that individual who are
more flexible are less offensive to others, and more easily fit in and adjust to a new culture. In
other words, employees with agreeableness behaviour might reduce the argument level and
develop social consensus in the society, which helps employees to adjust in the organization
22
culture and perform better in task completion. Migliore (2011) pointed that a high score on
agreeableness explains adoptability and value getting along with others, contrast to low scores
that explain reluctance to get involved. In other words, individuals with flexible behaviour find
it easy to adjust in terms of general adjustment, work adjustment, and integration adjustment.
Agreeableness highlights personality traits like sympathetic, kind, and affectionate. According
to Shaffer et al. (2006), agreeableness should be associated to effort to get along. Lepine and
Dyne (2001) found that agreeableness is positively related to cooperative behaviour. Therefore,
agreeableness can help employees to effectively communicate and build better relationships in
the organization and in return can reduce the stress related to both work and non-work aspects.
Although individuals can achieve a better adjustment in the organization through extraversion,
social association can be built through other personality characteristics (agreeableness).
Agreeableness can help the individual to form and maintain social alliance to support his/her
social and professional life.
2.1.3 Extraversion
Based on Ackerman (2017) those high in extroversion are likely to value achievement
and stimulation, and unlikely to value tradition or conformity (Roccas, Sagiv, Schwartz, &
Knafo, 2002). Extroverts are often assertive, active, and sociable, shunning self-denial in favor
of excitement and pleasure. Wolff and Kim (2012) individual with extraversion personality
have broadly networking capability. Extraversion refers to some more specific personality
traits like talkative, energetic, and assertive. According to Neubert and Taggar (2004),
extraverted individuals expose low level of excitement if the workplace is social environment
and less level of stimulation at home. In contrast, introverts express high level of excitement
outside the workplace where stimulation is low. Lepine and Dyne (2001) found that
extraversion is positively related with cooperative behaviour, while according to Judge et al.
(2002), extraverted individuals perform well in the workplace because they get more chance to
23
practise excitement. Wolff and Kim (2012) individual with extraversion personality have
broadly networking capability. It supported by Buss (1991) that if individuals can adjust
themselves in the social environment, they achieve better reproductive success and
preservation of life through extraversion. Migliore (2011) state that a low score on extraversion
explains that an individual who likes to stay in the background is considered less talkative,
reserved in speech, and less action oriented. Furthermore, based on Caligiuri (2000), these
individuals can get better personal success through hierarchy of social environment. In certain
critical situation, employees who are extroverted take the initiative to open talk and build
relationships. Therefore, extraversion is important for individuals to build relationships among
others in order to adjust themselves in the organization.
The term conscientiousness refers to the employees who are hardworking, organized,
reliable, thorough, efficient, persistent and attentive to their work. Those high in
conscientiousness are also likely to value order, duty, achievement, and self-discipline, and
consciously practice deliberation and work towards increased competence (Roccas, Sagiv,
Schwartz, & Knafo, 2002) according to Ackerman (2017) in her article. Ones and Viswesaran
(1999) found that conscientiousness is highly correlated with adjustment and retention among
all other big five factors. According to Hogan et al. (1996), these characteristics may be helpful
for employees to achieve their goals, get along, and find meanings. While Shaffer et al. (2006)
argue that those employees who are motivated to achieve conscientiousness spend more time
on task accomplishment and meet job expectations while facing personal problems. Therefore,
it may lead to effective work adjustment and task achievement because of the task-oriented
behaviour (Shaffer et al., 2006). Hough (1992) argues that employees who are motivated to get
along with high conscientiousness are predictable and engage in extra-role behaviours. As a
result of these activities, employees can build better interpersonal relationships, and effective
24
interaction adjustment which further leads to better performance. It is supported by Migliore
(2011) that individual with high scores in conscientiousness explain focus, being careful, and
reliable, whereas low scores in conscientiousness explain interference, having flexibility, and
being casual. In addition, Lepine and Dyne (2001), found that cooperative is one of behaviour
that positively related to conscientiousness.
2.1.5 Openness to experience
Openness to experience refers to personality traits like having wide interest,
imaginative, and understanding. Buss (1991) highlighted that perception and action towards
differences is important in order to solve the problem of survival and reproduction. Therefore,
individual ability to properly assess the social environment in order to ensure survival is vital.
In addition, individual with high score in openness to experience explains broad intellectual
curiosity with an individualistic and non- confirming way of thinking, whereas low score
explains preference for familiarity, and slight intellectual focus. Those individuals who have
high level of openness can adjust their behaviour according to dissimilar situational and they
have broadly related to wide networking capability. Therefore, they have a tendency to
experience new culture, values, and beliefs, their reaction towards task and work that assign
might be positive. Furthermore, an individual with wide interest and imaginative personality
might adjust in the new situation faster and improve his/her performance with higher
productivity. In this regard, Arthur and Bennett (1995) argued that openness is an important
quality for employees which helps them to adjust and perform well especially during the
international assignment, but empirical research has produced conflicting results about this
relationship (Caligiuri, 2000).
25
The concept of big five has been widely used in domestic job performance but these
personality traits are ignored when it comes to employee’s motivation. According to Cheng
and Lin (2009), the researcher should focus on personality along with motivation, adjustment,
and cultural adoption. Openness is also connected to universalism values, which include
promoting peace and tolerance and seeing all people as equally deserving of justice and equality
(Douglas, Bore, & Munro, 2016). Further, research has linked openness to experience to broad
intellectual skills and knowledge, and may tend to increase with age (Schretlen, Van der Hulst,
Pearlson, & Gordon, 2010) as cited in Ackerman (2017). This indicates that openness to
experience leads to gains in knowledge and skills, and naturally increases as a person ages and
has more experiences to learn from. Based on the article, Ackerman stated that concerning the
other Big Five factors, openness to experience is weakly related to neuroticism and
extroversion and is mostly unrelated to agreeableness and conscientiousness (Ones,
Viswesvaran, & Reiss, 1996).
2.1.6 Neuroticism
Neuroticism or emotional stability explains personality traits like tense, moody, and
anxious. Richards (1996) argued that neuroticism is normally related to living and working in
an unfamiliar environment. Furthermore, neuroticism helps employees to effectively handle
problematic situations in a new environment. According to Migliore (2011), high scores in
neuroticism explain emotional responsive behavior related to negative feelings like anger and
anxiety, whereas low scores explain emotional stability and calmness. Emotional stability
might help an individual to face and tolerate the cultural differences and get along with their
peers.. Therefore, if an employee tolerates with the unpleasant situation, they can develop
relationships faster which helps them to adjust in organization and perform better. It is
26
supported by Shaffer et al. (2006) that emotionally stable individuals are more likely to deal
with unpleasant situations and handle the problems. Hogan and Holland (2003) explain that
emotional stability makes the individual confident and positive. Therefore, employees should
be emotionally stable in order to cope with the stress and motivate them to perform better.
2.2 Concept of Motivation
According to Farhad et al (2011), motivation symbolizes those psychological
procedures that foundations the stimulation, route, and determination of thoughtful actions that
are target oriented. Motivation is a set of courses concerned with a kind of strength that boosts
performance and directs towards accomplishing some definite targets (Kalimullah et al, 2010).
Motivation can be classified according to to how it functions or according to its effect or on the
basis of what motivation tools can be used in given situations. In this spirit, the content theories
of motivation (Maslow, 1943; Herzberg et al., 1959; McClelland, 1965; McGrego, 2006;
Hunt,1965; Alderfer,1969 as cited in Bencsik, Machova & Hevesi,2016) involve those
individual factors which motivate people to do something. Beside that, Ryan and Deci (2000)
as cited in Ong & Kamaludin (2016) stated that motivation is a process that begins with an
inspiration to act and energized toward an end.
In fact motivation is “inside another person’s head and heart” (Khadim et al). This explanation
identifies that in order to attain assured targets; individuals must be satisfactorily energetic and
be clear about their destinations because motivation can drive, internal strength that boosts
rapid action in various alternatives to achieve some particular ambitions.
2.2.1 Concept of Employee Motivation
Among financial, economic and human resources, the latest are more essential and have
the capability to endow a company with a competitive edge as compared to others (Rizwan et
al, 2010). Employee Performance fundamentally depends on many factors like performance
27
appraisals, employee motivation, Employee satisfaction, compensation, Training and
development, job security, Organizational structure and other, but the area of study is focused
only on employee motivation as this factor highly influence the performance of employees.
According to Shadare et al (2009), employee motivation is one of the strategies for managers
to increase effective job management amongst employees in organizations. Thus, the response
of goals and objectives that the employees must achieve make them directs its efforts in that
direction when they motivated. Therefore, motivated employees are continuously looking for
improved practices to do at work that lead an organization more successful. According to
Kalimullah et al (2010), it is important for organizations to encourage motivation of their
employees. Getting employees to do their best work even in determining circumstances, is one
of the employees most stable and great challenges and this can be made possible through
motivating them.
2.3 Theory related to Employee Motivation
Theory that is related to work-family conflict will be discussed below such as Herzberg’s Two
Factor Theory
2.3.1 Herzberg’s Two factor theory
Based on Shen(2013) Frederick Herzberg’s well known Two-Factor theory was designed in
year 1959. Two factor theory is closely more related to Maslow’s theory of need but it
introduced more factors to measure how individuals are motivated in workplace. In Frederick
Herzberg’s Two Factor theory there are intrinsic motivation and extrinsic motivation.
Intrinsic motivation is an internal force that leads employee to meet personal and
organizational goals while for extrinsic motivation is an external for that leads workers to
meet personal and organizational goals (Hee et al, 2016). Herzberg's two-factor theory of
It is also called the dual-factor theory and the motivation-hygiene theory of motivation. His
theory assumed two sets of factors which are related to motivation. The first set is termed
variously motivation factors, intrinsic factors, job content factors, or satisfiers; and the second
28
is termed hygiene factors, extrinsic factors, job context factors, maintenance factors, or
dissatisfiers. Hygiene Factors that are associated with negative job attitudes because they
meet the needs of the individual employee for avoiding unpleasant work situations. These
factors are: company policies and administration, supervision-technical, interpersonal
relations (with supervisor, peers, and subordinates), salary, job security, personal life,
working conditions, and status. These factors are also associated with the individual's
relationship to the context or environment in which he does his work (Allen, 1967).
2.4 Empirical Studies
Previous study of types of personality towards motivation will be discussed in this
chapter.
2.4.1 Past research about personality and motivation

A research title effects of personality trait, motivation factors on performance of
customer service personnel (CSP): A case of MPH bookstores by Yahaya et al at the year 2011
stated that previous research found that personality and motivation showed a significant
relationship towards staff performance. In this case study there are two independent variables
which are personality and motivation and one dependent variable which is job performance.
Basically in this research the main focus s job performance. Yahaya et al (2011) also stated
that the role of motivation and personality as a factor that will catalyst the efficiency of the
organization. Johari and Ong (2013) stated that future study may consider other individual
factors such as motivation, self monitoring and organizational commitment as the predicting
variables. By doing this research, we can see that how the nurses treat their patients and it will
affect their motivation. According to Pierce et al., (2009) personality traits also have a
significant impact on our motivation. Past research by Bencsik, Machova & Hevesi (2016) title
The relation between motivation and personality types. In their research, the study is about
29
motivational behaviour among people working in different positions and people with different
personality traits.
2.5 Summary
Big five personality consist five different personality dimensions. Agreeableness
people were high in cooperative and warm while extraversion people tend to be more active
and outgoing. Both of this are suitable to communicate with different person.
Conscientiousness people tend to be responsive and organized and they perform well in doing
job. Open to experience people tend to be more open-minded. They are creative and willing to
accept the advice from others. Lastly, neuroticism people can be easily stress and depressed.
They have low ability to control emotion.
30
CHAPTER THREE
METHODOLOGY
3.0 Introduction
In this chapter, research methodology will discuss clearly on the research study plan.
Besides, it also discussed the detailed on how this research was conducted and briefly
reviewing the analysis framework. This research will explain about the research design, target
population, sample of study, size of study, sampling techniques, instruments pilot test, validity
and reliability, ethics of the study, data collection procedure, data analysis and summary.
Basically, in this chapter all the method used to gain understanding and answer to the research
objective.
31
3.1 Research Design
Identification of the sample organization, the process of date collection and the plan for
the analysis are three important areas in the research design ( Miller as cited in Rusli Ahmad
& Hasbee Usop, 2011). Resign design is the flow of the research process in a proper way in
order to achieve the objectives of the research. The research design used a guideline for
completing the research. The research will use a correlational study to investigate the
relationship between the variables in a situation. Correlational studies answer the questions of
cause and effect relationship and the factors that are causing the problems. A good research
design eliminates confounding of variables and kept it to a minimum so the results can be
interpreted separately.
This research is a quantitative research. By using quantitative research, it will allows to
test of the relationship between the variables and the study. The independent variables in this
study is Big Five Personality which are agreeableness, extraversion, neuroticism,
conscientiousness and openness to experience. For the dependent variables in this research will
be employee motivation among fast food employee. It could be argues that qualitative
methodology need to be used instead of quantitative methodology. But by using qualitative
methodology the respondent will be in small amount and it will be biased because this research
need a lot of respondent to explore more personality of the fast food employees by using
personality test. Hence, by using quantitative methodology a large amount of respondents can
be gain. A large amount of respondents are needed to prove the accuracy of this research. In
addition, this research needs to evaluate whether which types of personality can perform well
in fast food industry based on wide range of employees. The more the respondent will lead to
increase of the credibility of the result.
32
By using the quantitative methods, it will be more time saving, effective and flexible in
gaining the data. In this quantitative methods, the questionnaire method is being distributed to
the fast food employees from the fast food restaurant that have been chosen.
3.2 Population, Sample and Sampling
Population refers to the entire group of people, events, or things of interest that the
researchers want to investigate (Uma Sekaran, 2013). In this research, the information that be
obtained is by taking a sample of nurses that working in the private hospitals. The sample is a
subset of the population (Uma Sekaran, 2013). The function of the sample is to allow the
researcher to conduct the study to individuals from the population so that the results can be
derive to the conclusions that will apply to the entire population. The sample of this research
are fast food employees from fast food restaurant in Kuching, Sarawak.
33
Table 3.2 Adopted from Krejcie & Morgan(1970)
Based on the table that were produced by Krejcie & Morgan(1970), the population of
the fast food employess from two fast food restaurant in Kuching were 86 persons and a sample
of 70 fast food employees was selected as respondents, using convenience sampling. The
questionnaire being distributed to gain the data needed for this research.
For this study, convenient technique was selected. Convenience sampling is non-
probability sampling which often used in a research project because it is the best way of getting
information in the efficient way. Researchers are required to select a sample because a lot of
resources need to study the population which may bring problem for studies that being
conducted.
34
3.3 Instrument
In this research, the researcher are using questionnaires to collect the data from selected
respondents regarding their personalities (extraversion, agreeableness, conscientiousness,
openness to experience and neuroticism) that affect their motivation in the organization. By
using questionnaire will reduce bias since there is no face to face interaction that may influence
the respondents to give the true answer. Therefore, the respondents will choose the answer that
suit with them. (Uma Sekaran, 2013) stated that the advantages that can get by using this
method are generally it will save time, energy and costs. The questionnaire used in this study
was taken from journal of past research that related to the Dependent Variable (Employee
Motivation) and Independent Variables (Extraversion, Agreeableness, Conscientiousness,
Openness to Experience and Neuroticism).
3.3.1 Section A : Respondents’ Demographics Informations
Section A of the questionnaire is about demographic questions about respondents. The
respondents are required to fill in their demographic information which are genders, age, race,
religion and year of service.
3.3.2 Section B : Big Five Inventory
Section B consist of 50 questions that includes the extraversion, conscientiousness,
neuroticism and openness to experiences. Personality was measured with the International
Personality Item Pool (IPIP) 50- item scale developed to measure the Big-Five factor markers
reported in (Goldberg, 1992).
3.3.3 Section C : Employee Motivation
35
Section C consists of 33 questions. All the questions were designed by using a Likert
Scale in order to determine how strongly subject agree or disagree with the statement or
question are being asked. Five-point scale is used for the questionnaire to measure the response
from the potential respondents. The five-point scales used are like 1-strongly disagree, 2-
disagree, 3-neutral, 4-agree and 5- strongly agrees.
Strongly Disagree Neutral Strongly Agree

Disagree Agree
1 2 3 4 5
Table 3.1: Five Level of Likert Scale
3.4 Validity and Reliability
The ability of an instruments to measure what it was designed called validity while the
construct validity of an instruments was based on statistical procedures. According to Ahmad
and Usop (2011) validity refers to the degree to which a study accurately reflects or assesses
the specific concept that the researcher is attempting to measure. The validity of the
questionnaire is an important thing to maintain.
Therefore, the reliability test needs to be conducted before the actual survey was done.
The test can also help to ensures that the measurement of the scale that was being use is valid
and can be trusted. Moreover, it also helps to identify the irrelevant questions or statements in
designing the questionnaire. Cronbach’s Alpha is a statistics test which is an external
consistency procedure and was used to determine the reliability of the instruments.
36
3.5 Ethics of Study
Ethics of the study mainly look at things that are not acceptable in the society which
was being able to distinguish between right or wrong. Before the questionnaire was assign to
the respondents, the procedures on how the data will be used need to be explained to the
respondents. At the same time, the permission of respondents need to be secured before the
distribution of the questionnaire.
3.6 Data Collection Methods
Pilot Study
Before the final form of the survey or questionnaire A pilot study was a test that done
first to check the reliability of the instruments. The purpose of the pilot study is to ensure the
expectations of the researcher in term of the information that will be obtained from the
questionnaire are met (Aaker, Kumar,& Day, 1995). Before it change to be a critical problem,
it must be a potential problem.
According to Welman and Kruger (1999), pilot study is needed to detect possible flaw
in measurement procedures and in the operationalization of independent variables, to identify
unclear or ambiguous items in a questionnaire and that non-verbal behavior of participants in
the pilot study may give important information about any embarrassment or discomfort
experienced concerning the content or wording of items in a questionnaire.
37
3.7 Data Analysis Technique
Quantitative data analysis is being used in this research. The completed data is being
analysed by using Statistical Package for Social Science(SPSS). The data were analyzed by
using descriptive statistics and inferential statistics.
Descriptive Statistic
A descriptive technique was used to present quantitative descriptions such as
respondents demographic background in a manageable form. Demographic factor such as age,
race, gender, education level and length of services are analysed with the usage of mean and
standard deviation statistics in SPSS. From the information collected, the number of
respondents will be described in term of percentage and frequency.
Inferential Statistics
Inferential statistics was used to make inferences from the data that have been collected
for the research to more general conditions. The method involved while conducting the
inferential techniques were Pearson’s Correlations Coefficient and Multiple Regression.
Pearson’s Correlations Coefficient is used to measure the relationship between
independent and dependent variables are study whether it is significant. The relationship
between two continuous variables will be study by draw a scatter plot of variable to check for
linear. Correlation is used to measure the relationship between the independent (agreeableness,
extraversion, conscientiousness, openness to experience and neuroticism) and dependent
variable (employee motivation) in this study. Correlation measure is used because more than
one variable in studying the relationship between those variables by using it, the researcher had
obtained information on whether there is any relationship between the independent and
dependent.
38
Figure 3.1 Illustration of Strength of Correlation
Normality test also is used to test the data whether it is normally distributed
or not. This test is to show the same pattern of normality distribution in the sample
from the population. Lastly is multiple regression test is used to identify which
variable is dominant and most significant in this research.
3.8 Summary
Overall, Chapter 3 has discussed the various parts of the research

methodology being implemented in this research such as the procedure of collecting,
processing, and analyzing data of the study. The populations, sample and variables
used in the research have been mentioned.
39
CHAPTER 4:
DATA ANALYSIS
4.0 Introduction
In this chapter will discuss about the result and finding from the study by gathering
those data from the respondents. The result of 70 set of questionnaires are being process and
analyse using the Statistical Package for the Social Sciences (SPSS) software. Discussion will
be focus on reliability test, frequency, descriptive, correlation and regression analysis.
40
4.1 Normality Test
Figure 4.1: The graph of normal Q-Q plot for assessing normality for employee motivation
Normality distribution test is conducted in order to make the results of the study become
generalizable. This test is to show the same pattern of normality distribution in the sample from
the population. Based on the graph, the normality distribution test is normal whereby most of
the dots near to the line in the graph. Hence, this results show that the study can be generalizes
to all organization.
41
4.2 Demographic Profile
In the section A of the questionnaire is mainly to describing about respondent’s
demographic profile. It is consist of gender, age, level of education and year of service of the
respondents in their organization.
Demographic Item Frequency Percentage (%) Total
Male 35 50.0
Gender
Female 35 50.0 70
< 20 years 14 20.0
20 – 30 years 48 68.6
Age
31 – 40 years 7 10.0
41 – 50 years 1 1.4 70
SPM 52 74.3
Level Of Diploma 17 24.3
Education Degree 1 1.4
Master/PHD 0 0.0 70
< 1 year 22 31.4
1-5 years 41 58.6

Year of Service
6-10 years 6 8.6
11-15 years 1 1.4 70
Table 4.1: Summary of demographic profile
42
Table 4.1 showed male respondents (50.0%) and then female respondents (50.0%).
From the analysis 68.6% of respondents with the age range between 20-30 years old followed
by 20.0% at the age less than 20 years old, 10.0% and 1.4% of respondent age 31-40 years old
and 41-50 years old. Education level of respondents are mostly SPM holder which is 74.3%
Moreover, 58.6% of respondent’s length of services in the range of 1 until 5 years.
43
4.2.1 Gender
Gender Frequency Percentage (%)
Male 35 50.0
Female 35 50.0
Total 70 100.00
Table 4.2.1: Gender
Gender
Female
50 50
Male
Figure 4.2.1: Gender
Figure above shows that the percentage of respondents gender that involved in this
study. The figure above indicates that the percentage of male respondents is 50 percents and
the percentage of female respondents is 50 percents. Therefore, it shows that the total of
respondents are balanced.
4.2.2 Age
44
4.2.2 Age
Age Frequency Percentage (%)
< 20 years 14 20.0
20-30 years 48 68.6
31-40 years 7 10.0
41-50 years 1 1.40
TOTAL 70 100.0
Table 4.3.1.2: Age
Age
1.40%
20%
10%
< 20
20-30
31-40
41-50
68.60%
Figure 4.3.1.2: Age
The figure above shows that the respondents age group ranging in four categories which
are less than 20 years, 20-30 years old, 31-40 years old, and 41-50 years old. As shown in the
45
figure, the highest percentage was 68.60 percent which respondent in range of age 20 to 30
years old, following by the respondent in range of age less than 20 years old with 20 percent
and respondent in range of age 31 to 40 years old with 10 percent. The lowest number of
respondent is in range of age 41 to 50 years old with only 1.4 percent.
4.2.3 Level of Education
Level Of Education Frequency Percentage (%)
SPM 52 74.0
Diploma 17 24.0
Degree 1 2.00
Master/PHD 0 0.00
TOTAL 70 100.0
Table 4.2.3 : Level of Education
46
Education
0%
2%
24%
SPM
Diploma
Degree
Master
74%
Figure 4.2.3: Level of Education
The pie chart above show that the level of education of the respondent which are SPM
level, Diploma and Degree. From figure 4.2.1.4, it indicate that the highest percentage are
respondent with their SPM level which is 72 percent then the Diploma holder with 24 percent.
The rest is 2 percent which is only one respondent with Degree qualification.
47
4.2.4 Year of Service
Year Of Service Frequency Percentage (%)
Less Than 1 Year 49 32.7
1-5 Years 21 14.0
6-10 Years 28 18.7
11-15 Years 18 12.0
More Than 15 Years 34 22.7
Total 150 100.0
Table 4.2.4: Year of Service
Service
1%
9%
31% < 1 Year
1-5 Years
6-10 Years
11-15 Years
59%
Figure 4.2.4: Year of Service
The last figure above indicates the respondent’s year of service in their organization.
The highest percentage is 59 percent which respondent with service between 1 to 5 years,
48
follow by respondent with less than 1 year of their service which 31 percent. Next, 9 percent
come from respondent with 6 to 10 years of service. Lastly, the lowest percentage which 1
percent is respondent that have 11 until 15 years. This shown that there are newcomers entering
the organization with less than one year of their employment perio
49
4.3 Reliability Analysis
Reliability testing was done with the purpose of checking for both consistency and
stability whether the data obtained from the surveys is reliable or not for the research. The
reliability analysis procedure calculates a number of commonly used measures of scale
reliability and also provides information about relationship between items in the scale.
Therefore, Cronbach’s Alpha is the most common measure of internal consistency (reliability)
to determine if the scale is reliable or not. In general reliability 0.5 or below are considered
weak, reliability in range 0.6 are considered fair, these in the range 0.7 considered acceptable
and those in range 0.8 is good and reliability in range 0.9 and over consider excellent.
Cronbach’s N for Strength of

Elements
Alpha items Relationship
All items .874 6 Good
Employee Motivation .833 33 Excellent
Agreeableness .702 10 Acceptable
Extraversion .747 11 Acceptable
Conscientiousness .704 10 Acceptable
Openness to
.703 10 Acceptable
Experience
Neuroticism .706 9 Acceptable
Table 4.3: Summary of Reliability Analysis
50
Table 4.3 above shows the result of reliability test for each independent variable and dependent
variables that included in this research. The result being analyse based on Cronbach’s Alpha
values which could be referred to the given rule of thumb.
In this research, the dependent variable which is employee motivation consist of thirty-
three items overall has obtained Cronbach’s Alpha which is 0.833 and the strength of
relationship is excellent. Therefore, all the 33 items for this section is consider reliable and
acceptable. The Cronbach’s Alpha for agreeableness is 0.702 which is considered acceptable.
As for extraversion, the Cronbach’s Alpha is 0.747. This variable is acceptable. The variable
of conscientiousness shows the Cronbach’s Alpha of 0.704 and is considered acceptable. The
Cronbach’s Alpha for openness to experience is 0.703 which is considered acceptable. The
last independent variable which is neuroticism, it has Cronbach’s Alpha 0.706 that is also
considered acceptable. Finally, this reliability test also was used to analyse six variables
together. As a result, all four variables were found to be classified as good due to its Cronbach’s
Alpha value of 0.874. On the whole, all items in the questionnaire were reliable enough in this
study.
51
4.4 Descriptive Analysis
This analysis is useful when it comes to analyze the Section B part, which mainly
referring the independent variables (agreeableness, extraversion, conscientiousness, openness
to experience and neuroticism) and Section C about the dependent variable which is employees
motivation.
Rule of Thumb Range Level
1 1.0 - 2.33 Lower
2 2.34 - 3.67 Moderate
3 3.68 - 5.01 High
Table 4.4: Descriptive Value (Rule of Thumb)
The table above will indicate the level for the obtained value of descriptive analysis
commonly used the rule of thumb in identifying the level. Based on the rule of thumb above,
value range from 1.0 to 2.33 considered as a lower lever and the value between 2.34 to 3.67
gives a moderate level. The highest level shows the value from 3.68 to 5.01.
52
4.4.1 Agreeableness
N Mean Std.
Deviation
A2 - I feel concern towards others 70 3.8429 .67321
A7 - I am interested in people 70 3.8714 .84992
A12 - I don't insult people 70 2.4429 1.23518
A17 - I sympathize with others 70 3.8571 .83901
feelings
A22 - I’m not interested in other 70 3.1714 1.06283
people’s problems
A27 - I have a soft heart 70 4.0286 .88418
A32 - I’m not really interested in 70 2.7429 1.29308
others
A37 - I take time out for others 70 3.5143 1.12601
A42 - I feel other’s feelings 70 3.3714 .83703
A47 - I make people feel at ease 70 3.7000 .80488
A49 - I don't like being isolate 70 3.7857 1.07532
Table 4.4.1: Descriptive Analysis for Agreeableness
53
The table above was shows the highest mean for measure used in surveying about
Agreeableness is question A27 which is 4.02 with standard deviation 0.884. The question is “I
have a soft heart”. It was shows that the majority respondents were agrees with this question.
The lowest mean is question E12 which is only 2.44 with standard deviation 1.235. The
question is “I don't insult people”. It shows that there are few respondents agree with this
question.
54
4.4.2 Extraversion
N Mean Std.
Deviation
E1- I enjoy the life of the party 70 4.0714 .83962
E6- I don’t talk a lot 70 2.7857 1.21456
E11-I feel comfortable around 70 3.2571 1.16328
people
E21- I start conversations. 70 3.6571 1.01989
E23- I get chores done right away 70 3.5286 .91242
E26- I have little to say 70 3.3571 1.16763
E31- I talk to a lot of different 70 3.4714 .97388
people at parties
E36- I don’t like to draw attention 70 3.5571 1.03049
to myself
E41- I don't mind being the centre 70 3.0286 1.11604
of attention
E46- I am quiet around strangers 70 3.5143 1.13881
Table 4.4.2: Descriptive Analysis for Extraversion
Extraversion is question E1 which is 4.07 with standard deviation 0.83962. The question is “I
enjoy the life of the party”. It was shows that the majority respondents were agrees with this
question. The lowest mean is question E6 which is only 2.78 with standard deviation 1.214.
The question is “I don’t talk a lot”. It shows that there are few respondents agree with this
question.
55
N Mean Std.
Deviation
C3 - I am always prepared 70 3.5571 .81000
C8- I leave my belongings around 70 3.0857 3.71734
C13-I pay attention to details 70 3.2857 .90318
C16- I has an assertive personality 70 3.5000 .86393
C18- I make a mess of things 70 3.6143 1.03969
C28- I often forget to put things 70 3.1000 1.24120
back in their proper place
C33- I like order 70 3.7571 1.05550
C38- I don't shirk my duties 70 3.9429 .86620
C43- I follow a schedule 70 3.7143 .87050
C48- I am exacting in my work 70 3.9429 .91502
Table 4.4.3: Descriptive Analysis for Conscientiousness
Conscientiousness is question C48 which is 3.94 with standard deviation 0.915. The question
is “I am exacting in my work”. It was shows that the majority respondents were agrees with
this question. The lowest mean is question C8 which is only 3.08 with standard deviation 3.71.
The question is “I leave my belongings around”. It shows that there are few respondents agree
with this question.
56
4.4.4 Openness To Experience
N Mean Std.
Deviation
O5- I have a rich vocabulary 70 3.3714 .96566
O10- I have difficulty 70 3.2143 .93084
understanding abstract ideas
O15- I have a vivid imagination 70 3.4143 .89269
O20- I am not interested in abstract 70 3.0714 1.24320
idea
O25- I have excellent ideas 70 3.4714 .94365
O30 -I do not have a good 70 3.1000 1.03770
imagination
035- I am quick to understand 70 3.6857 .98603
things.
O40- I use difficult words 70 3.1714 1.15434
O45-I spend time reflecting on 70 3.7000 .90650
things
O50- I am full of ideas 70 3.7714 .90364
Table 4.4.4: Descriptive Analysis for Openness to Experience
Openness to experience is question O50 which is 3.77 with standard deviation 0.669. The
question is “I am full of ideas”. It was shows that the majority respondents were agrees with
this question. The lowest mean is question O20 which is only 3.07 with standard deviation
57
0.951. The question is “I am not interested in abstract idea”. It shows that there are few
respondents agree with this question.
58
4.4.5 Neuroticism
N Mean Std.
Deviation
N4 - I get stressed out easily 70 3.3429 1.04792
N9 - I am relaxed most of the time 70 3.6000 .96909
N14 - I worry about things 70 3.4000 .80578
N19 - I often feel blue 70 3.0571 1.28408
N24 - I am easily disturbed 70 3.3714 1.14425
N29 - I get upset easily 70 3.2571 1.09922
N34 - I change my mood a lot 70 3.4286 1.01541
N39 - I have frequent mood swings 70 3.8261 1.01397
N44 - I get irritated easily 70 3.4714 1.08643
Table 4.5.5: Descriptive Analysis for Neuroticism
Neuroticism is question N39 which is 3.82 with standard deviation 1.014. The question is ” I
have frequent mood swings”. It was shows that the majority respondents were agrees with this
question. The lowest mean is question N19 which is only 3.05 with standard deviation 1.284.
The question are “I often feel blue”. It shows that there are few respondents agree with this
question
59
4.4.6 Employees Motivation
N Mean Std. Deviation
I complete my job successfully. 70 4.0143 .85961
I have a good idea which is a solution to a 70 3.7286 .89962
problem.
I made money for the company 70 3.6714 1.01755
I become a challenger. 70 3.7143 1.02353
I see results of the work. 70 3.9143 .91276
I am being work praised and with reward. 70 3.7143 .99481
My idea is accepted by the company. 70 3.6143 1.03969
I receive unexpected advancement. 70 3.8143 .93705
I receive advancement. 70 3.7429 1.00269
I am varied. 70 3.9286 .83962
I am creative 70 3.8000 .95705
I have an opportunity to do a whole job. 70 3.7143 .99481
I grow in skills. 70 3.9857 .78929
I am responsible 70 3.9857 .87630
I am given new responsibility. 70 4.4857 4.74798
I work in effective organization of work. 70 3.9286 .82218
I work in company that have beneficial 70 4.0000 .79855
personnel policies
I work with competent supervisor. 70 4.0286 .83356
I work with friendly supervisor. 70 3.9429 .93073
I learn a great deal from supervisor. 70 3.9143 .91276
60
I work with honest supervisor. 70 3.8286 .96266
I work with supervisor who is willing to listen 70 3.8857 .97122
to suggestions.
I work with supervisor who give credit for 70 3.8857 1.00062
work done
I work with people I like. 70 3.9286 1.06759
I cooperate with people I worked with. 70 4.0143 1.02848
I receive wage increase. 70 3.9714 .99231
My wages compare favorably with others 70 3.8286 1.03520
doing similar or same job.
I tenure signs of job security. 70 3.7286 1.14108
Family needs and aspirations salary wise. 70 4.0143 .97048
I work in social surroundings. 70 3.8857 1.01500
I work in good physical surroundings. 70 4.0143 .98530
I work with good facilities. 70 4.0143 1.04247
I work with right amount of work. 70 3.9571 1.01347
Table 4.4.6: Descriptive Analysis for Employee Motivation
A simplified result was able to be obtained after each of items from dependent variable
section was summed into a value in order to get its total mean. Only then the result could
indicate the level of employee motivation accordance to the rule of thumb given. Based on the
above table, the value of 4.0143 was ranked into high level of employee motivation in the
organization.
61
4.5 Pearson Correlation
For this research, the researcher used Pearson’s Rank correlation as to measure the
correlation between the independent variables with the dependent variable whether they are
correlated (associated) to each other or not.
Correlation Significance (2- Significant Strength of
Coefficient tailed) Relationship
Agreeableness .460 0.000 Significant Moderate
Extraversion .420 0.000 Significant Moderate
Conscientiousness .435 0.000 Significant Moderate
Openness
to .382 0.001 Significant Weak
Experience
Neuroticism .251 0.036 Significant Weak
Table 4.5: Correlation for all variables
According to table 4.5. Guilford (1956), the rule thumb is about the strength correlation
coefficient. The relationship can be determine as very weak relationship r < 0.2, low
relationship can be determine r = 0.2 to 0.4, moderate relationship can be determine r = 0.4 to
0.7, high relationship can be determine r = 0.7 to 0.9.
62
Range Relationship
r < 0.2 Very weak correlation
0.2 < r < 0.4 Weak correlation
0.4 < r < 0.7 Moderate correlation
0.7 < r < 0.9 Strong correlation
0.9 < r Very strong correlation
Table 4.5: Guilford Rule of Thumb
63
4.5.1 Relationship between Agreeableness and Employee Motivation
Ha1: The relationship between Agreeableness and Employee Motivation
Correlations
Employee Agreeableness
Motivation
Employee Motivation Pearson Correlation 1 .460**
Sig. (2-tailed) .000
N 70 70
Agreeableness Pearson Correlation .460** 1
N 70 70
**. Correlation is significant at the 0.01 level (2-tailed).
Table 4.5.1: Correlation between Agreeableness and Employees Motivation
From the correlation output, the results show a positive relationship is exist between
the agreeableness and employees motivation (r = 0.460, p < 0.01). The correlation shows that
there was a relationship between the agreeableness and employees motivation in the
organization. A high score on agreeableness explains adoptability and value getting along with
others, contrast to low scores that explain reluctance to get involved. In other words, individuals
with flexible behaviour find it easy to adjust in terms of general adjustment, work adjustment,
and integration adjustment (Migliore,2011). By using the Guilford’s rule of Thumb, it’s shows
that there is a moderate relationship between agreeableness and the employee’s motivation in
the organization. So, the hypothesis test for correlation is significant at 0.01 (r=0.460, p < 0.01),
accept the hypotheses.
64
4.5.2 Relationship between Extraversion and Employee Motivation
Ha2: The relationship between Extraversion and Employee Motivation
Correlations
Extraversion Employee
Motivation
Extraversion Pearson Correlation 1 .420**
N 70 70
Employee Motivation Pearson Correlation .420** 1
N 70 70
Table 4.5.2 : Correlation between Extraversion and Employees Motivation.
There is a relationship between extraversion and employee motivation in organization.
From the correlation output, the results shows a positive relationship is exist between the
extraversion and employees motivation ( r = 0.420 , p < 0.01 ). The correlation shows that there
was a relationship between the extraversion and employees motivation in the organization. By
using the Guilford’s rule of Thumb, it’s shows that there is a moderate relationship between
extraversion and the employee’s motivation in the organization. According to (Eysenck, 1994)
people that having personality of extraversion tend to interact with people around. (Costa &
McCrae, 1992) stated that extroverts are sociable, assertive, activity and excitement-seeking.
They enjoy interacting with people and are often perceived as full energy. In the organization,
65
employee who is extraverts will be more motivated if they can interact with other co-workers.
They love friendly environment that can boost up their motivation on doing their job. This can
be supported with the statements from Stearns (2012) which is individuals with a high level of
extraversion to exhibit a higher level of motivation than those possessing a lower level of
extraversion. So, the hypothesis test for correlation is significant at 0.01 (r=0.480, p < 0.01),
accept the hypothesis.
66
4.5.3 Relationship between Conscientiousness and Employee Motivation
Ha3: The relationship between Conscientiousness and Employee Motivation
Correlations
Employee Conscientiousness
Motivation
N 70 70
Conscientiousness Pearson Correlation .435** 1
N 70 70
Table 4.5.3: Correlation between Conscientiousness and Employees Motivation
There is a relationship between conscientiousness and employee motivation in organization.
From the correlation output, the results show a positive relationship is exist between the
conscientiousness and employees motivation (r = 0.435, p < 0.01). The correlation shows that
there was a relationship between the conscientiousness and employees motivation in the
organization. Employees high in conscientiousness are likely to perform well in environments
that both elicit intrinsic motivation (e.g., working on a personally meaningful task) and that also
contain extrinsic rewards (Hart et al,2007). By using the Guilford’s rule of Thumb, it’s shows
that there is a moderate relationship between conscientiousness and the employee’s motivation
in the organization. So, the hypothesis test for correlation is significant at 0.01 (r=0.435, p <
0.01), hypothesis is accepted.
67
4.5.4 Relationship between Openness to Experience and Employee Motivatiob
Ha4: The relationship between Openness to Experience and Employee Motivation
Correlations
Employee Openness To
Motivation Experience
N 70 70
Openness ToExperience Pearson Correlation .382** 1
N 70 70
Table 4.5.4: Correlation between Openness To Experience and Employees Motivation.
From the correlation output, the results shows a positive relationship is exist between
the openness to experience and employees motivation ( r = 0.382 , p < 0.01 ). The
correlation shows that there were a relationship between the openness to experience and
employee’s motivation in the organization. Individual who possess the trait of openness to
experience is broadminded and creative. They think out of the box and are more incline to
think of alternative ways to solve a problem (Johari and Ong, 2013). By using the
Guilford’s rule of Thumb, it’s shows that there is a weak relationship between openness to
experience and the employee’s motivation in the organization. So, the hypothesis test for
correlation is significant at 0.01 (r=0.380, p < 0.01), reject the null hypothesis (H0).
68
4.5.5 Relationship between Neuroticism and Employee Motivation
Ha5: The relationship between Neuroticism and Employee Motivation.
Correlations
EmployeeMotivation Neuroticism
Employee Pearson 1 .251*
Motivation Correlation
N 70 70
Neuroticism Pearson .251* 1
Correlation
N 70 70
*. Correlation is significant at the 0.05 level (2-tailed).
Table 4.5.5: Correlation between Neuroticism and Employees Motivation in the organization.
From the correlation output, the results shows no correlation between neuroticism and employees motivation
(r = 0.251 , p < 0.05 ). Individuals possessing personalities higher in neuroticism could exhibit consistently
lower levels of motivation (Stearns, 2012). The correlation shows that there was a weak relationship between
the neuroticism and employees motivation in the organization. Individuals possessing personalities higher in
neuroticism could exhibit consistently lower levels of motivation (Stearns,2012). Thus, since (r = 0.251, p <
0.05), the researcher decided to accept the hypotheses.
69
4.6 Multiple Regression Analysis
Model Summary
Model Summary
Model R R Square Adjusted R Std. Error of the
Square Estimate
a
1 .530 .281 .225 .53362
Predictors: (Constant), Neuroticism, Conscientiousness, Agreeableness, Extraversion,
Openness
Model Sum of df Mean F Sig.

Squares Square
1 Regression 7.127 5 1.425 5.005 .001b
Residual 18.224 64 .285
Total 25.351 69
ANOVA*
Dependent Variable: Employees Motivation
Predictors: (Constant), Neuroticism, Conscientiousness, Agreeableness, Extraversion,
Openness
70
Coefficientsa
Model Unstandardized Standardized t Sig.
Coefficients Coefficients
B Std. Beta
Error
1 (Constant) 1.167 .583 2.002 .050
Extraversion .073 .248 .050 .295 .769
Agreeableness .437 .235 .303 1.863 .067
Conscientiousness .245 .140 .238 1.751 .085
Openness .187 .227 .150 .823 .413
Neuroticism -.160 .160 -.161 -1.001 .321
a. Dependent Variable: EmployeeMotivation
Table 4.6: Regression Analysis for Relationship between types of personality with
Employees motivation.
Table 4.6 shows the summarize result of regression analysis between employee
motivation and the five influence factors which are extraversion, agreeableness,
conscientiousness, openness to experience and neuroticism. After the regression test is done,
it showed that only three out of five factors that influence employee’s motivation in the
organization. Agreeableness is the strongest prediction of employee motivation with Beta
value β= 0.303. This is followed by conscientiousness β= 0.238 and openness to experience
β= 0.150.
As the conclusion, the most significant factor that affect employee motivation in the
organization is agreeableness.
71
4.7 Summary
As a conclusion, this chapter had discussed on the result obtained by using
Statistical Package of Social Science (SPSS) version 20. Normality test, Pearson
Correlation test and multiple regression test was employed to verify the relationship
between personality types and employee motivation. Based on the result, we can said
that all the hypotheses is accepted. In the next chapter we will discuss about the
conclusion.
72
CHAPTER 5
CONCLUSION AND RECOMMENDATIONS
5.1 Introduction
Towards the end of the report, this chapter will discuss on the conclusion made by the
researcher based on gathering of finding through questionnaires distributed among employees
in fast food industry and the data that being analysed by using SPSS software version 20.
Therefore, researchers also provided conclusion and several recommendations for the
organization to enhance the employee motivation based on their personality.
73
5.2 Summary
This research was conducted to review the relationship between types of

personality and employee motivation and quantitative methodology was used for the
study. In addition, research location for this study was located at selected fast food
restaurant in Kuching. There were three sections in the questionnaire. There were
total of 87 instruments for this study. The data were collected then processed and
analysed by using Statistical Package for Social Science (SPSS) version 20.
Based on the findings, all the hypotheses were accepted. There are moderate
relationship between extraversion, agreeableness and conscientiousness with
employee’s motivation. Besides that, there is weak relationship between
openness to experience and neuroticism withemployee’s motivation. We can
conclude that agreeableness is the most influence personality for employee
motivation. According to Stearns ( 2007) individuals with a high level of
agreeableness tend to exhibit altruism, friendliness, sympathy, kindness,
unselfishness, generosity and fairness (Barrick et al, 2003; Goldberg, 1992).
In doing this research, there are several problems that had occur which some factor will
give a different result as expected in the research proposal. Somehow, the limitation had
affected the quality of the findings.
5.3.1 Time constraint
This research has been done at the fast food industry. As the time given is limited and
need much time to collect information, the researchers could not be able to do a better study.
Besides, the researchers also need some helps from other people in terms of ideas due to the
limited time given. This is to ensure that they are able to complete the study just in time.
74
5.3.2 Sample and Generalization
The sampling method and variables lead to another limitation which is generalization.
The data was not taken from all fast food restaurant but only selected fast food restaurant. A
limited caused the finding unable to be generalizing since it is not take the whole population of
overall fast food restaurant in Kuching.
5.4 Recommendation
From the above discussion, there are several recommendations that can be taken by the
organization after a thoroughly research done by the researchers. After identify the types of
personality that affect employee’s motivation in the organization, the organization can utilize
the information by taking some action such as:
5.4.1 Provide Training Program and Related Courses
To increase employees’ motivation and help the employees understand their own
personality that they could utilize in their job, the organization should conduct and provide
training program or related courses. Several courses should be specifically designed to teach
their employees mindfulness and increase their emotional intelligence. Thus, this will boost the
employees motivation even they have to attend seven-week course when it can takes them
through attention training, self-knowledge and other self-mastery and other useful knowledge
and skill. This could open the opportunity for them to enhance their skill and give them the
space to innovate themselves.
75
5.4.2 Provide Reward and Promotion Based on Their Personality Traits
Reward and promotion are one of the work recognition that could keep employees
motivated toward their goals. There are intrinsic and extrinsic reward that influence individual
differently through their own personality. Based on the previous study, the extraverts may be
highly motivated by intrinsic factors such as recognition and positive feedback. (Furnham,
1997)
5.4.3 Built and Provide Good Work Culture in Workplace
Positive work culture may refer to the favourable atmosphere in the organization which
everyone are having good relationship with others either with the boss and the co-worker or
supervisor with subordinates. This including the employees themselves comfortable with their
working condition and they feel the positive emotions and work culture that motivates them to
jump out from the bed and go to work.
5.4.4 Generate and Create Positive Emotions in Workplace
Workplace emotion is also partly determined by the person’s personality and not only
the workplace experience. Their positive or negative emotion give impact on their attitude,
attendance, turnover and also the most important is the level of their motivation to carry out
their work. Besides, the research also indicates that emotional intelligence (EI) is associated
with some of personality traits and people with high EI are better at interpersonal relations,
perform better in under pressure jobs and can perform better in teamwork. Therefore, the
organization should create positive emotions in workplace such as teasing each other, eating
lunch together, smiling and be kind to others to boost up the motivation of the employee.
76
5.4.5 Introduce a culture of learning within the organization
In improving motivation as well make the employees involvement within the
organization can further develop and empower its employees. There are individuals willing to
learn new things and wants the opportunities to learn and develop.
5.5 Direction for Future Studies
There are many studies concerned with organizational or situational factors such as pay,
reward or motivation while neglecting the individual differences especially in term of their
personality. Different people have different way they perceive their job because the every
difference gives an impact on their work attitudes such as motivation to work. Therefore, there
are few suggestions in conducting future studies for the better outcomes. Firstly, the similar
studies could be conducted using larger sample sizes and different context, in order to improve
the result. Furthermore, other selected factors could be added with a view to either extending
or reviewing the model used in the current study. This could create the comparison of the
findings. Finally, in term of limitation of time, the longitudinal research should be considered.
Thus, it will further understand trends in the relationships examined in the present study over
an extended period of time, which will effectively enhance the results.
Every research has varied results depending on their respondents, environment and
other factors that can influence the results.
5.6 Summary
In a conclusion, the summary of the study, limitation of the study,

recommendation,direction for future studies has been discussed in this chapter.
77
REFERENCES
Ackerman, C. (2017). The Big Five Personality Theory: The 5 Factor
Model Explained. Positive Psychology Program.
Adeel Naqvi, Khan, I., & Butt, I. (2015). The Impact Of Motivational
Factors On Organizational Learning: A Study On Education Sector
Of Pakistan.
Ahmad, R., & Usop, H. (2011). Conducting Research in Social
Sciences, Humanities, Economics and Management Studies: A
Practical Guide. Kuching: RS GROUP Publishing House.
Bencsik, A., Hevesi, E., & Machova Renata. (2016). The Relation
Between Motivation and Personality Types.
Ching, C. M., Shian, C. W., Nien, O. K., Hui, T. S., & Loon, W. S.
(2016). The Impact Of Motivation On Employees’ Job Performance At
Prudential Assurance Malaysia Berhad In Seberang Jaya, Penang.
78
Costa, P. J., & McCrae, R. (1992). 'Trait psychology comes of age'. In:
Sonderegger T.B and Nebraska Symposium on Motivation.
Pyschology and Aging, 169-204.
Daily, T. S. (2016, July 13). The Sun Daily. Retrieved from 26.6% of
Malaysian youth suicidal about their jobs: Survey:
http://www.thesundaily.my/news/1895970
Denhardt, R. B., Denhardt, J. V., & Aristigueta, M. P. (2008).
Managing Human Behavior in Public and Nonprofit Organizations.
Sage Publications, Inc
Ghazali, H. (2010). Employee Intention To Leave A Job: A Case Of
Malaysian Fast Food Industry.
Goldberg, I. (1990). An alternative "description of personality".
Personality & Social Psychology 59, 1216-1229.
I. A. (2016). Impact of Extrinsic Rewards on Employees’ Performance .
1-4.
79
Manzoor, Q.-A. (2012). Impact of Employees Motivation on
Organizational Effectiveness.
European Journal of Business and Management Vol 3, No 3.
Marzuki, N. A. (2013). The Impact Of Personality On Employee

Well-Being.
Mottaz, C. J. (1985). The Relative Importance of Intrinsic and Extrinsic
Rewards as Determinants of Work Satisfaction . 366-385.
Omar, M. W., Jusoff, K., & Hussin, H. (2010). Employee Motivation
and Its Impact on Employee Loyalty. World Applied Science Journal
8(7), 871-873.
Safin et al. (2013). The Relationship of Big Five Personality Traits on
Counterproductive Work Behaviour among Hotel Employees: An
Exploratory Study
Santoshi Halder, A. R. (2010). The Influence of personality traits on
information seeking behavior of students. Malaysia Journal of
Library & Information Science, 41-53
Sayyed Mohsen Allameh, M. G. (2012). Studying Impact of
Personality Traits on Job Performance (The Case of University of

80
Isfahan's Personnel). Journal of Basic and Applied Scientific
Research, 6293-6299.
Seibokaite Laura, A. E. (2010). The Role Of Personality Traits, work
motivation and organization safety climate in risky occupation
performance of professional drives. Performance of professional
drivers, 103-116.
Sekaran,U., & Bougie, R. (2013). Research Methods for Business: A
Skill Building Approach. United Kingdom: John Wiley & Sons Ltd.
Shen, K. T. (2014). Herzberg' Two-Factor Theory On Work Motivation:
Does It Works For Todays Environment?.
The Big Five Personality Test. (n.d.). Retrieved April 14, 2016, from
personality-testing.info: personality-testing.info/tests/IPIP-BFFM/
Udoudoh, S. J. (2012). Impacts of Personality Traits on Career Choice
of Information Scientist in Federal University of Technology, Minna,
Niger State, Nigeria. International Journal of Journal of Library and
Information Science, 57-70.
81
Uma Sekaran, R. B. (2013). Research Methods for Business. India:
John Wiley & Sons Ltd.
William, A. N. (2010). Employee Motivation And Performance.
Yahaya et al, (2011). Effects of personality trait, motivation factors on
performance of customer service personnel (CSP): A case of MPH
bookstores
82
APPENDIX 1
QUESTIONNAIRE
83
QUESTIONNAIRES/ SOAL SELIDIK
The relationship of personality types and employee motivation.
Dear Sir/ Madam,
This study is to identify the relationship of personality types and employee

motivation. This questionnaire takes approximately 10 minutes to be
completed. Your participation in this study is very much appreciated. All the
information and responses given will be treated as confidential and it will be
used for academic purpose only
Thank you very much for your co-operation.
Kepada Responden,
Kajian ini bertujuan mengenal pasti ciri-ciri personaliti dan motivasi pekerja.
Soal selidik ini hanya mengambil masa lebih kurang 10 minit untuk dijawab.
Semua maklumat dan maklum balas yang diberi adalah sulit dan akan
digunakan untuk tujuan akademik sahaja.
Terima kasih di atas kerjasama yang diberikan.
Prepared by:
Ainin Sofea binti Mohd Fozi
Faculty of Cognitive Science and Human Development (FCSHD)
Universiti Malaysia Sarawak (UNIMAS)
SECTION A: RESPONDENTS PROFILE / PROFIL RESPONDEN
84
Choose the most suitable answer / Pilih jawapan yang sesuai
1. Gender :
Male
Female
2. Age :
Less than 20 years
20- 30 Years 31- 40 Years

41- 50 Years More than 60 years
3. Level of education:
SPM Diploma
Degree / Ijazah Master/ PHD
4. Year of Service:
Less than
1year
1 – 5 Years
5 – 10 Years
11 – 15 Years
More than 15 Years
85
Please indicate your level of agreement with each of the following statements.
Sila nyatakan tahap persetujuan anda dengan setiap pernyataan berikut
Strongly Disagree Disagree Neutral Agree Strongly Agree

Sangat Tidak Setuju Tidak Setuju Neutral Setuju Sangat Setuju
1 2 3 4 5
Instruction: Please read the statement carefully and circle the suitable answer
Arahan: Sila baca kenyataan di bawah dengan teliti dan bulatkan pada jawapan yang sesuai
SECTION B: TYPES OF PERSONALITY/ CIRI-CIRI PERSONALITI
STATEMENT SD D N A SA
1. I enjoy the life of the party
(Saya seorang individu yang menikmati 1 2 3 4 5
kehidupan)
2. I feel little concern towards others
1 2 3 4 5
(Saya mengambil berat tentang orang lain)
3. I am always prepared
1 2 3 4 5
(Saya sentiasa bersedia untuk apa sahaja)
4. I get stressed out easily
1 2 3 4 5
(Saya mudah rasa tertekan)
5. I have a rich vocabulary
(Saya seorang yang tahu banyak 1 2 3 4 5
perkataan)
6. I don’t talk a lot
(Saya seorang individu yang tidak 1 2 3 4 5
suka berkomunikasi)
7. I am interested in people
1 2 3 4 5
(Saya suka berhubungan dengan manusia)
8. I leave my belongings around

(Saya meletakkan barang kepunyaan saya merata- 1 2 3 4 5
rata)
9. I am relaxed most of the time

(Saya mudah bertenang) 1 2 3 4 5
10. I have difficulty understanding abstract

ideas( (Saya sukar memahami perkara yang 1 2 3 4 5
abstrak/berkias)
86
11. I feel comfortable around people
(Saya berasa selesa dikelilingi orang ramai) 1 2 3 4 5
12. I insult people

1 2 3 4 5
(Saya suka menghina orang lain.)
13. I pay attention to details

1 2 3 4 5
(Saya seorang yang sangat teliti)
14. I worry about things

(Saya risau tentang sesuatu perkara) 1 2 3 4 5
15. I have a vivid imagination

1 2 3 4 5
(Saya mempunyai imaginasi yang tinggi)
16. I has an assertive personality

1 2 3 4 5
(Saya seorang yang tegas)
17. I sympathize with others’ feelings

(Saya seorang yang mudah bersimpati 1 2 3 4 5
dengan orang lain)
18. I make a mess of things
1 2 3 4 5
(Saya jarang memulakan perbalahan)
19. I seldom feel blue

1 2 3 4 5
(Saya sering berasa sedih)
20. I am not interested in abstract idea

(Saya tidak berminat dengan idea yang 1 2 3 4 5
abstrak/berkias)
21. I start conversations.

1 2 3 4 5
(Saya suka memulakan sesuatu perbualan)
22. I’m not interested in other people’s

problems
1 2 3 4 5
(Saya tidak berminat mengetahui
masalah orang lain)
23. I get chores done right away
(Saya menyiapkan tugas dengan segera) 1 2 3 4 5
24. I am easily disturbed

1 2 3 4 5
(Saya mudah terganggu)
25. I have excellent ideas
1 2 3 4 5
(Saya mempunyai idea yang bernas)
26. I have little to say
1 2 3 4 5
(Saya tidak bercakap banyak)
87
27. I have a soft heart(
Saya seorang yang lembut hati) 1 2 3 4 5
28. I often forget to put things back in their proper

place
1 2 3 4 5
(Saya selalu lupa untuk meletakkan kembali
barang di tempat yang sepatutnya)
29. I get upset easily
1 2 3 4 5
(Saya mudah rasa kecewa)
30. I do not have a good imagination
1 2 3 4 5
(Saya lemah dalam berimaginasi)
31. I talk to a lot of different people at parties
(Saya berkomunikasi dengan pelbagai jenis 1 2 3 4 5
orang di sesuatu majlis)
32. I’m not really interested in others
(Saya tidak suka berhubungan dengan 1 2 3 4 5

manusia)
33. I like order
1 2 3 4 5
(Saya suka keadaan yang teratur)
34. I change my mood a lot.
1 2 3 4 5
(Emosi saya selalu berubah)
35. I am quick to understand things.
1 2 3 4 5
(Saya cepat faham)
36. I don’t like to draw attention to myself
(Saya tidak suka membuat perkara yang menarik 1 2 3 4 5
perhatian orang lain kepada saya)
37. I take time out for others
(Saya akan meluangkan masa saya untuk 1 2 3 4 5
orang lain)
38. I don't shirk my duties
(Saya tidak mengabaikan tugasan yang 1 2 3 4 5
diberikan)
39. I have frequent mood swings
1 2 3 4 5
(Emosi saya mudah berubah)
40. I use difficult words
(Saya menggunakan perkataan yang 1 2 3 4 5
sukar)
88
41. I don't mind being the centre of attention
(Saya tidak kisah menjadi tumpuan orang 1 2 3 4 5
ramai)
42. I feel other’s emotions

1 2 3 4 5
(Saya memahami emosi orang lain)
43. I follow a schedule
1 2 3 4 5
(Saya mengikut jadual yang ditetapkan)
44. I get irritated easily

1 2 3 4 5
(Saya mudah terguris /terasa hati)
45. I spend time reflecting on things

1 2 3 4 5
(Saya mengambil masa untuk berfikir)
46. I am quiet around strangers

(Saya seorang pendiam walaupun dengan individu 1 2 3 4 5
yang tidak dikenali)
47. I make people feel at ease

(Orang lain rasa selesa dengan kehadiran 1 2 3 4 5
saya)
48. I am exacting in my work

(Saya melakukan tugas dengan penuh sabar 1 2 3 4 5
dan bersungguh-sungguh)
49. I don't like being isolate
1 2 3 4 5
(Saya tidak suka dipinggirkan)
50. I am full of ideas.
(Saya banyak idea) 1 2 3 4 5
89
SECTION C: EMPLOYEE’S MOTIVATION / MOTIVASI PEKERJA
STATEMENT SD D N A SA
I am motivated when….
( Saya bermotivasi apabila….)
1. I complete my job successfully.
(Saya menyiapkan kerja dengan jayanya) 1 2 3 4 5
2. I have a good idea which is a solution to a

problem.
1 2 3 4 5
( Saya mempunyai idea yang baik iaitu jalan
penyelesaian).
3. I made money for the company.
( Saya menghasilkan wang untuk syarikat) 1 2 3 4 5
4. I become a challenger.
( Saya menjadi pencabar). 1 2 3 4 5
5. I see results of the work.

( Saya melihat keputusan akhir kerja) 1 2 3 4 5
6. I am being work praised and with reward.

( Saya dipuji dan mendapat ganjaran) 1 2 3 4 5
7. My idea is accepted by the company.

( Idea saya diterima oleh syarikat) 1 2 3 4 5
8. I receive unexpected advancement.

(Saya menerima kemajuan yang tidak
1 2 3 4 5
dijangkakan.)
9. I receive advancement.
(Saya menerima kemajuan) 1 2 3 4 5
10. I am varied.
(Saya melakukan kerja berbeza-beza) 1 2 3 4 5
11. I am creative.
1 2 3 4 5
(Saya menjadi kreatif)
12. I have an opportunity to do a whole job.
(Saya diberi peluang untuk melakukan kesuluruhan 1 2 3 4 5
kerja).
13. I grow in skills.
1 2 3 4 5
(Saya berkembang dalam kemahiran)
90
14. I am responsible.
(Saya menjadi bertanggungjawab) 1 2 3 4 5
15. I am given new responsibility.

1 2 3 4 5
(Saya diberikan tanggungjawab yang baru)
16. I work in effective organization of work.
1 2 3 4 5
(Saya bekerja didalam organisasi yang efektif)
17. I work in company that have beneficial personnel
policies.
1 2 3 4 5
(Saya bekerja di dalam syarikat yang mempunyai
polisi kakitangan yang bermanfaat)
18. I work with competent supervisor.
( Saya bekerja dengan penyelia yang berwibawa) 1 2 3 4 5
19. I work with friendly supervisor.

1 2 3 4 5
( Saya bekerja dengan penyelia yang mesra)
20. I learn a great deal from supervisor.
1 2 3 4 5
( Saya belajar perkara baru dengan penyelia)
21. I work with honest supervisor.
1 2 3 4 5
(Saya bekerja dengan penyelia yang jujur)
22. I work with supervisor who is willing to listen to
suggestions.
1 2 3 4 5
(Saya bekerja dengan penyelia yang sedia
mendengar kepada cadangan)
23. I work with supervisor who give credit for work
done.
1 2 3 4 5
( Saya bekerja dengan penyelia yang memberikan
pujian terhadap kerja dilakukan)
24. I work with people I like.
1 2 3 4 5
(Saya bekerja dengan orang yang saya selesa)
25. I cooperate with people I worked with.
( Saya bekerjasama dengan rakan sekerja) 1 2 3 4 5
26. I receive wage increase.

1 2 3 4 5
(Saya menerima kenaikan gaji.)
91
27. My wages compare favorably with others doing
similar or same job.
1 2 3 4 5
(Upah saya dibandingkan dengan yang lain
dengan pekerjaan yang serupa atau sama)
28. I tenure signs of job security.
(Saya menandakan tanda-tanda keselamatan 1 2 3 4 5
kerja.)
29. Family needs and aspirations salary wise.
(keperluan keluarga dan aspirasi gaji.) 1 2 3 4 5
30. I work in social surroundings.

1 2 3 4 5
(Saya bekerja dalam persekitaran sosial.)
31. I work in good physical surroundings.
(Saya bekerja dalam persekitaran fizikal yang 1 2 3 4 5
baik.)
32. I work with good facilities.
(Saya bekerja dengan kemudahan yang baik.) 1 2 3 4 5
33. I work with right amount of work.

(Saya bekerja dengan jumlah kerja yang betul.) 1 2 3 4 5
End of questions.
92
APPENDIX 2
LETTERS
93

FYP Complete 2 PDF

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

FYP Complete 2 PDF

Uploaded by

Copyright:

Available Formats

Faculty of Cognitive Sciences And Human Development

THE RELATIONSHIP BETWEEN PERSONALITY TYPES AND

Name: Ainin Sofea binti Mohd Fozi

Chapter 2- Literature Review

objectives, research hypothesis, conceptual framework, definition of terms, significance of

study and limitation.

doing the right things (Chin et al, 2016).

the employees to be adequately motivated. In as much as personality impacts on employee

contributed 14.08% from the total in 2009.

their employee motivation.

have right behavior thus perform well in their jobs.

Malaysia, for managerial level is at 15% and non-managers is at 93% (Personal

Communication as cited in Ghazali, 2010). This is supported by Ghazali (2010) burger

theory by Goldberg (1990).

• To examine the types of personality that influencing the employee motivation.

• To identify the types of personality which is openness to experience that

influencing the employee motivation.

• To investigate the relationship between conscientiousness and employee

• To investigate the relationship between extraversion and employee motivation.

• To study the relationship between agreeableness and employee motivation.

• To investigate the relationship between neuroticism and employee motivation.

• To determine the dominant types of personality that influencing employee

motivation the most.

H1: There is a relationship between openness to experience and employee motivation

H2: There is a relationship between conscientiousness and employee motivation in the

H3: There is a relationship between extraversion and employee motivation in the

H4: There is a relationship between agreeableness and employee motivation in the

H5:There is a relationship between neuroticism and employee motivation in the

H6: There is a dominant types of types of personality that influencing employee

motivation the most.

Independent Variables Dependent Variable

Source: Laura Seibokaite, Aukse Endriulaitiene, (2012) "The role of

personality traits, work motivation and organizational safety climate

in the risky occupational performance of professional drivers", Baltic

Journal of Management, Vol. 7 Issue: 1, pp.103-118,

By conducting this research, the researcher could enhance their current

motivation in the organization. Furthermore, by conducting this research, the researcher

This organization allows to determine and identify employee's personality that

motivation. As we know, employee motivation is important as employees are the person

that will make sure the organization will run smoothly.

improved. Next, it also motivates employees in performing their jobs at workplaces in

performance at the workplace.

1.7 Limitation of Study

questionnaire given. Only selected respondents that involves in answering the

questionnaire since the samples are not large enough.

Another limitations in this research is that time constraints. This is because

long time to be tested.

1.8.1 Employee Motivation

Employee motivation is a complex and well-studied in previous research that convey

or psychological that stimulates a performance that is intended at an objective. In simplified

their jobs in their own way.

behavior and their perception towards the job given.

1.8.3 The Big 5 Theory

populations (Ackerman, 2017).

openness to experience, conscientiousness, extraversion and neuroticism which can explain

individual differences in personality of human behaviour.

of personal worth and esteem.

Extraversion is described as a trait of sociability, preference of large groups and gatherings,

correlated with risk-taking behaviour.

According to Udoudoh, S. J. (2012), the extraversion dimension contrasts an outgoing

The personality of an individual who is an extraversion can be affected by working

environment. Researcher have define an extraversion individual as an interaction between

1.8.7 Openness to experience