Hypotheses 1 to 4 were tested by correlation analyses with a significance test to examine the relationship between proactive personalities and leader member exchange (LMX) as well as job satisfaction and performance. The results of the correlation analyses rejected Hypothesis 1 that proactive personalities did not correlate with job satisfaction. That is, an employee with a high proactive personality would remain unsatisfied with their job. Thus the correlation coefficient recommends rejecting hypothesis that proactive personality is positively related to the job satisfaction. Supporting for Hypothesis 2, leader member exchange (LMX) had a positive and significant zero-order correlation with job satisfaction ranging from .247 to .278, p<.01. That is, the relationship appears to be positive relating to the job satisfaction. That means the higher the leader member exchange (LMX) is, the employee’s job satisfaction also increases.
In relation to Hypothesis 3, proactive personalities had no significant effect on job performance. The relationship appears to be negative. Thus an employee with a proactive personality would not be considered an important factor in job performance. That means higher proactive personality may result in employee’s performance being lower. Therefore, the correlation coefficient recommends rejecting the hypothesis that proactive personality is positively related to job performance.
For Hypothesis 4, leader member exchange (LMX) had a positive and significant zero-order correlation with job satisfaction. That is, if the leader member exchange (LMX) is higher, then the employee’s performance will also be higher. Thus, the correlation coefficient
51
recommends supporting the hypothesis that the leader member exchange (LMX) is positively related to job performance.
Next, Hypothesis 5 and 6(a)/(b) will be analyzed using multiple regressions incorporating proactive personality and leader member exchange to predict job satisfaction and job performance respectively. The results of regression analyses provided support for Hypothesis 5. For each dimension of performance except discipline (punctuality), the explained variance of the regression analysis is significant. And also the beta coefficient of Job satisfaction is significant and positive to predict the four dimensions, for example Quality performance, Work completed on schedule, Judgment and problem solving abilities, and Interpersonal relationships and creativity. The relationship appears that job satisfaction has a positive impact on performance. Thus, the regressions recommend supporting the hypothesis that the job satisfaction is positively related to job performance.
Furthermore, Hypothesis 6(a) was reject by the results of the regression analyses; the effect of proactive personalities on performance of Discipline (punctuality),Quality performance, Work completed on schedule, Judgment and problem solving abilities, and Interpersonal relationships, and creativity of the proactive personality negatively predict job performance while holding the Job satisfaction into constant. The relationship appears to be not mediated by job satisfaction. This means that the employees that are more proactive tend to not perform with Discipline, and fail to have Quality performance, Work completed on schedule, Judgment and problem solving abilities, and Interpersonal relationships and creativity. Thus, the regression analyses recommend rejecting the hypothesis that the effect of a proactive personality in relation to job performance will be mediated by job satisfaction. And Hypothesis 6(b) Leader member exchanges (LMX) had significant effects on job performance with Interpersonal relationships and creativity. It is also a positive relationship with job performance that predicts the three dimensions. For example, beta =.212 for Quality performance, beta = .276 for Judgment and problem solving abilities and beta = .315 for Interpersonal relationships and creativity. This relationship appears to be mediated by job satisfaction. Thus, the regression analyses recommend supporting the hypothesis that the effects of leader member exchange on job performance will be mediated by job satisfaction.
52
Overall, with the exception of supportive supervision, leader member exchange (LMX) was important and impacts job satisfaction and performance. Leader member exchange has a positive relation to each dimension of job satisfaction and also relates to job performance. At the same time, the effect of leader member exchange on job performance is mediated by job satisfaction. The summary of the results of hypothesis testing is listed in Table 13. The comprehensive discussion of results is to be found in the next chapter.
Table 10 Hypotheses testing summary
Hypothesis Results
H1: Proactive personality is positively related to the job satisfaction.
Rejected H2: Leader member exchange (LMX) is positively
related to job satisfaction.
Supported H3: Proactive personality is positively related to job
performance.
Rejected H4: Leader member exchange (LMX) is positively
related to job performance.
Supported H5: The job satisfaction is positively related to job
performance.
Supported H6 (a): The effect of proactive personality job
performance will be mediated by job satisfaction.
Rejected H6 (b): The effect of leader member exchange on job
performance will be mediated by job satisfaction.
Supported
53 5.2 General findings
This study helps one to understand the process in which the impact of a proactive personality and a leader’s member exchange on Job satisfaction and Performance of the employee automobile service in Thailand. Our results provide support for the theoretical model and qualified for most of our hypothesized relationships. The results of survey analysis indicate that significant predictors of proactive personality and leader-member exchange are examined in relation of job satisfaction and performance.
From the result of survey questionnaires’ labors of YL automobile service center study, we found that Proactive personality is not significant and negative impact on job satisfaction and performance. And also there is not mediation effect between proactive personality and job performance by job satisfaction. However, leader-member exchange (LMX) significantly has a positive impact on job satisfaction and performance, which is similar to Dansereau, Graen,
& Haga, (1975), Deluga & Perry (1994) and Dockery & Steiner (1990) finding and supporting our expectation that higher performance and satisfaction from subordinates in higher quality exchanges. The job satisfaction has a significantly positive impact on job performance and there is a mediation effect between leader member exchange (LMX) and job performance by job satisfaction.
Next, the survey study also brought interesting findings concerning the perceived job satisfaction and performance. The older employees (41-50 years), employees who have minimum salary (25,000-30,000 baht) and many years of job experience (6-10 years) have the highest job satisfaction and performance. It might be that most of them are specialists or have specialized skills that have worked with this company for long time and they thought that the operations they perform regularly and are stable whether it is about work characteristics, work in progress, relationship between leader, and no hiring or layoffs out frequently and the last important concept is salary and the welfare of workers that appropriate their knowledge and skill. Their salaries can be higher than this, as well as work experience as head of the department. This is consistent with the theory of hierarchy of needs Maslow (1970) Stage 2 that humans have a need for job security. And consistent with Harrell Hollywood (1972) has said. Salary levels have a direct effect on satisfaction at work. If the salary is high enough to make a decent living, then people are satisfied at work than people with lower salaries.
54
In addition, Employees who have graduated with certificates have higher job satisfaction and performance, because they feel that they could use their knowledge and skills fully, this is different from employees who hold just a bachelor's degree. They feel that they have the necessary knowledge and skill for what that they do or should do to respond to work that is appropriate to their education level, sometimes there may be dissent with the boss, because they have the academic knowledge and the opinion of the majority. This is consistent with Merrill (1971) states that it is the nature of the work done in relation to knowledge. The ability of practitioners if you work as an employee expertise will contribute to employee satisfaction at work. Workers can be effective and happy in their work. Employees who graduate with certificates can have a good relationship with the boss because the boss usually wants to help and give suggestions about work or personal matter. Sathorn (2516) also said that the coexistence among unionized staff can be friendly and willing to cooperate. It is an incentive for people to work effectively. They tend to listen to commands and instructions at all times to develop their work.
The last in the result of interview managers present that relation between managers and employees like family and their respect for personal matters. If the relationship is good, employees are then happy and also enjoy their job, the work completed and positively impacts work performance. Managers give their employees feedback, listen to their opinions and suggestions and give the power to employees to decide how to solve problems as necessary in a situation. Most of the younger employees are not actively putting as much effort as their older counterparts. Employees who are not experienced have a high proactive personality towards work and employees to follow manager guidelines or control both high proactive personality and performance.
5.3 Conclusion
The results from this study provide strong evidence that the leader member exchange (LMX) is most important and has a positive impact towards job satisfaction and performance. Thailand has the former social society leniency and helpfulness. The simple life upheld the traditions, culture and religion as a framework to conduct life. Also Thai people like interaction, easy harmonious society, and are cheerful even when something is done wrong. They remain always smiling, generous, and courteous, have a high tolerance to differing methods and place importance that they treat respect to seniors, and the relationship of people in society. When
55
the relationship is very good to make they are willing to work hard. As a result works out to be high quality performance and satisfying to their performance. This is a major reason support that why YL Dynamo automobile service center; leader member exchange (LMX) is most important and has a positive impact to job satisfaction and performance.
Thai employees with low proactive personality which differs from studies of other countries, it might be because of differences in culture and beliefs. Thai people prefer to uphold traditional culture and teachings. That is, Thai people are satisfied what they have and appreciate what they have and not to be greedy, this belief is inherited together. Thai people’s personalities have both pros and cons. As mentioned above, the pros are adapting to the social good, good interaction, generosity and high tolerance. Studies on the disadvantages of Thais personalities (Visut Virutnipawan, 2001) point to that Thai people lack patience and perseverance, do not like change, steady, calm and unenthusiastic. These characteristics may make it difficult develop their lives effectively, think and work effectively, because they do not recognize ideas and oppose new ideologies, maintaining traditional values. Therefore this might be the reason why this study suggests employees with low proactive personality.