The moderating effect of employee personality on the relation between organizational controls and employee job performance

Abstract

The alignment of organizational interest between employee and employer is essential for organizational success. However, knowledge on this topic is lacking, and the effect of employee personality on the relationship between organizational controls and employee job performance has not been researched. Therefore, this study aims to answer the question: To what extent does employee personality influence outcome, behavior, and people controls in their effects on job performance? An online questionnaire was sent out, where 114 respondents answered questions on their personality traits, on the use of organizational controls of their manager, and on their job performance. Results suggested that none of the hypothesized relations were statistically significant. However, the results did suggest that the positive effects of people control are attenuated by a person’s level of conscientiousness. Furthermore, direct positive relations were found between 1) conscientiousness and job performance, 2) outcome control and job performance, and 3) intrinsic motivation and job performance. Based on this study, it is recommended that managers carefully consider interpersonal differences among its personnel when applying organizational controls to increase job performance.