The correlation coefficient between extraversion, an independent variable, and job satisfaction, a dependent variable, is seen to be 0.47. This means that there is a positive correlation between extroversion and job satisfaction (Stockburger, 1996). This suggests that the more extroverted a person is, the more likely they are to feel content with their job. This is a rather intuitive relationship because most workplaces tend to occur within a social setting. For a typical worker, the course of the work day involves numerous interactions with many different coworkers. The social aspect of work is very important for most people. Those who are introverted may not be as comfortable or at ease in a place where they are forced to interact with multiple people a day (Hill, 2015). However, extroverts thrive in such situations.
Extraversion explains 22 percent of the variability in job satisfaction, as that is the value that is obtained by squaring the coefficient of correlation (Hopkins, 2000).
Correlation Coefficient 2
The correlation between a stronger and wiser leadership base (SLB), an independent variable, and wiser job satisfaction, a dependent variable, is seen to be 0.62. This again suggests a positive correlation. The more strong and wise a team's or organization's leader is, the more satisfied the workers tend to be. This is also a rather intuitive relationship and there can be several reasons for this. A strong and wise leader will tend to inspire confidence in his or her employees (Hill, 2015). Having confidence in and admiration for your superiors is an important factor in workers' job satisfaction. A strong and wise leader may also model qualities to his or her employees that they will wish to emulate. Having a leader who you can look up to and whom you would like to be like will naturally make you feel more confident about yourself and the job you are in (Vrabie, 2014). In other words, liking the job you have has a lot to do with liking the boss you have.
SLB explains 38 percent of the variability in job satisfaction, as that is the value that is obtained by squaring the correlation coefficient (Hopkins, 2000).
Correlation Coefficient 3
The correlation between an available and secure leadership base (SLBA), an independent variable, and job satisfaction, a dependent variable, was seen to be 0.61. This intuitively suggests a positive correlation. Having a boss or leader who makes time for his or her employees will inspire trust and respect (Vrabie, 2014). When employees feel that they can come to their bosses with any issues or complaints they have, they will feel more comfortable and content in the work setting.
SLBA explains 38 percent of the variability in job satisfaction, as that is the value that is obtained by squaring the correlation coefficient (Hopkins, 2000).
Correlation Coefficient 4
The correlation between an encouraging and strong leadership base (SLBE), an independent variable, and job satisfaction, a dependent variable, was seen to be 0.59. Once again this implies a positive correlation – the more encouraging the leadership base is, the more satisfied with their jobs the employees tend to be. Having a boss who has a positive outlook and who encourages his or her employees rather than berates them is very important to overall job satisfaction (Vrabie, 2014). Naturally, having a boss that you get along with and who treats you well will tend to make you feel better about your job. SLBE explains 35 percent of the variability in job satisfaction, as that is the value that is obtained by squaring the correlation coefficient (Hopkins, 2000).
Works Cited
Stockburger, D. “Correlation.” Introductory Statistics: Concepts, Models, and Applications. 15 July 1996. Web. 1 July 2015.
Hopkins, W. “Correlation Coefficient.” A Niew View of Statistics. 10 December 2000. Web. 1 July 2015.
Hill, B. “What Are the Factors Affecting Job Satisfaction?” Hearst Newspapers, LLC. 2015. Web. 1 July 2015.
Vrabie, A. “10 psychological job satisfaction factors that really matter.” Sandglaz. 12 March 2014. Web. 1 July 2015.
