The mediating role of workplace happiness between Big Five Personality traits and Intention to stay

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This is a preprint; it has not been peer reviewed by a journal. https://doi.org/ 10.21203/rs.3.rs-7637070/v1 This work is licensed under a CC BY 4.0 License Status: Posted Version 1 posted You are reading this latest preprint version Abstract In the rapidly evolving digital workspace, particularly in the IT/ITES sectors, employee retention remains a critical concern. With Gen Z becoming a dominant workforce demographic, understanding the psychological and emotional drivers of their intention to stay is essential. This study explores Big Five personality traits as determinants on workplace happiness and their subsequent effect on employees’ intention to stay. The objective is to assess how personality factors contribute to intention to stay and to test the mediating role of workplace happiness using Ajzen’s Theory of Planned Behaviour as a guiding framework. A cross-sectional survey design was adopted involving 260 Gen Z employees from IT and ITES sectors in South India. Standardized self-report instruments measured Big Five personality traits, workplace happiness, and intention to stay. Descriptive statistics, structural equation modelling (SEM), and correlation analyses were used to test the proposed relationships. Additionally, subgroup analyses were performed to evaluate differences across personality categories and their association with happiness and retention. The study found strong positive relationships between extraversion (β = 0.748), conscientiousness (β = 0.716), and workplace happiness, both of which significantly predicted intention to stay. Approximately 80–90% of individuals categorized under extraversion and conscientiousness reported high workplace happiness and a strong intention to remain. High correlations between certain traits (e.g., extraversion and happiness: r = 0.984) suggest both strong predictive power and potential scale overlap. Personality traits, particularly extraversion and conscientiousness, were confirmed as foundational antecedents to employee retention via emotional well-being. The findings support the extension of the Theory of Planned Behaviour by integrating personality as a precursor to workplace behaviour. Happiness serves as a key mediator, linking personality to organizational commitment. Practically, organizations can leverage psychometric assessments during recruitment and implement personality-aligned well-being strategies to enhance retention. Future research should focus on longitudinal designs, cross-cultural validation, and integration of contextual organizational factors such as leadership and work design. Big Five Personality Intention to stay Workplace Happiness Turnover Figures Figure 1 Figure 2 Figure 3 Figure 4 Figure 5 1 Introduction In the contemporary corporate landscape, employee retention has emerged as a pivotal concern for organizations striving to maintain a competitive edge. Indian employees are sought after for their expertise and skill in technology all over the world. Organizational performance—and even long-term viability—can be adversely affected by employee turnover, which remains a key issue for many companies (Aamir et al., 2013).High turnover rates not only inflate recruitment and training costs but also disrupt organizational continuity and morale. The price organizations pay for replacement is hefty due to the expenses involved in recruitment, training and onboarding new employees Interestingly, despite these challenges, India's attrition rates have shown a decline, dropping to 16.9% in 2024, the lowest since 2020, possibly due to economic uncertainties and reduced hiring (​The Economic Times). However, as organizations anticipate increased hiring in the coming quarters, understanding the factors influencing retention becomes paramount. While external factors like compensation and job security play roles, intrinsic psychological variables, notably personality traits and workplace happiness, significantly influence an employee's decision to remain with an organization. The Big Five personality traits—openness, conscientiousness, extraversion, agreeableness, and neuroticism have received considerable scholarly attention for their impact on employee performance and satisfaction and retention. However, personality alone doesn't fully account for variations in employee retention, suggesting the presence of mediating factors. Nowadays employees decide on their tenure in the organization with their experiences in the early stages. While there are a lot of factors that contribute to employee retention, workplace happiness seems to have taken the limelight in the recent scenario. Workplace happiness has garnered increasing attention as a potential mediator. Workplace happiness is the direct experience encountered by an employee with their employer (Mousa et al., 2020 ) and also defined as a constructive emotional and cognitive state where employees feel happy, motivated, and valued (Fisher, 2009 ), Singh and Aggarwal ( 2017 ) developed the Happiness at Work Scale, emphasizing the multidimensional nature of workplace happiness encompassing engagement, meaningful work, and interpersonal relationships. Workplace happiness influences various organizational outcomes, including productivity and retention. Recent statistics underscore the urgency of addressing workplace happiness. A 2024 findings show that 70% of the Indian workforce report being unhappy in their roles., with 54% actively seeking to quit, highlighting a significant challenge for employer (​Business Finance News India). Furthermore, the 202 4 Gallup report states, only 14% of the Indian workforce views themselves as professionally thriving. a staggering 86% are struggling or suffering, emphasizing the need for interventions targeting employee well-being (​The Economic Times). By analysing personality traits and retention behaviors, this study aims to determine how workplace happiness functions as a mediating variable. By employing SEM -model the research seeks to provide insights into how intrinsic personality factors influence retention outcomes through the lens of workplace happiness. Understanding this mediation can inform organizational strategies to enhance employee well-being and reduce turnover. The paper is structured as follows: Section 1 presents a comprehensive review of relevant literature and theoretical underpinnings, outlines the conceptual model and research hypotheses. Section 2 details the research methodology and sampling. Section 3 highlights the scales used for the study and the analytical procedures. Section 4 discusses the empirical findings and data interpretations. Section 5 presents the theoretical contributions and practical implications for organizational leaders ,policymakers, the limitations and the directions for future study. Section 6 concludes the study 1.1 Literature review 1.1.1.Personality Extraversion, a core trait of the Big Five, relates to individuals’ tendency to engage with others and build trust (Timmerman, 2006). It significantly influences workplace behavior by impacting both psychological and interpersonal dynamics. Individuals high in extraversion tend to exhibit strong motivation, a positive emotional outlook, and proactive engagement in their roles (Wilmot et al., 2019 ).Extraversion is characterized by dominance, high activity levels, sensation seeking, and frequent expression of positive emotions (Barrick & Mount, 1991 ; Costa & McCrae, 1992; Jeswani & Dave, 2012 ).. Wilmot et al. ( 2019 ) found that traits like assertiveness and sensation seeking positively influence intention to stay and workplace happiness. Social integration is crucial for employee retention, as those who are socially distant are more likely to leave (O’Reilly et al., 1989). Furthermore, Mitchell et al. (2001) note that well-connected employees are more likely to be happy and committed. Given their generally upbeat outlook, extroverts are more inclined to stay with their organizations (Salgado, 2002). An individuals level of Agreeableness describes the extent to which a person is cooperative, compassionate, and competent of getting along with others (Jeswani and Dave, 2012 ). Agreeable individuals display empathy, adaptability, and a willingness to maintain social harmony (Timmerman, 2006; Waheed et al., 2017 ). They are often characterized by trustworthiness, kindness, and gentleness (Barrick and Mount, 1991 ).This trait fosters emotional well-being, contributing to job satisfaction and stronger interpersonal relationships (Costa and McCrae, 1992). Lingl and Organ (1995) suggest that agreeable people connect easily with others and show integrity, while Hogan (1986) labels them as diplomatic and amiable. Agreeable individuals tend to suppress negative emotions and exhibit fewer intense negative reactions (Bresin and Robinson, 2014). Their adaptability and loyalty often result in lower withdrawal behaviours and higher OCB (Zimmerman, 2008 ,Mount et al., 1998; D.Organ et al., 2006; Witt et al., 2002 ). Conscientiousness stands out as the strongest and most consistent trait among the Big Five personality traits for employee retention, intention to stay, and Organizational Citizenship Behaviour (OCB). Previous studies confirms its universal applicability across diverse professions and workplace settings (Hogan & Ones, 1997). Mount (1993) further emphasizes that conscientious individuals exhibit traits such as accountability, determination, vigilance, and systematic behaviour. These individuals are efficient, well-organized, cautious, and meticulous. They strive to accomplish goals with diligence and are known to avoid conflicts or inconsistent behaviour (J.Hogan and Ones, 1997).Conscientious employees focus intensely on achieving tasks and demonstrate high levels of self-discipline and dependability (Podsakoff, 2000). Their clarity in planning and execution (Costa and McCrae, 1992) strengthens their organizational commitment and enhances their OCB, increasing the likelihood of long-term organizational retention. Emotional stability is pivotal to job satisfaction and psychological well-being. It encompasses traits such as resilience, optimism, autonomy, and the ability to remain composed under pressure (Organ, 1994 ). Emotionally stable individuals are less likely to suffer from psychological distress and tend to show reduced levels of fear and anxiety. In contrast, individuals with low emotional stability—classified as neurotic—exhibit emotional instability and distraction (Digman, 1990 ; Neuroticism is linked to negative emotions such as apprehension, susceptibility, and contempt (Jeswani & Dave, 2012 ), causing individuals to perceive their work environment unfavorably (Burke et al., 1993; Watson et al., 1988). According to Aamir et al. (2013), neuroticism represents undesirable personality traits from an employer's perspective. Conversely, emotional stability is positively correlated with employee retention and the intention to stay (Eysenck & Eysenck, 1963 ; Waheed et al., 2017 ), while neurotic individuals tend to report lower job satisfaction and higher turnover intentions (Timmerman, 2006). Openness to experience represents a person's imaginative thinking, inventiveness, and readiness to engage with novel concepts and diverse experiences (Goldberg, 1990 ). People with high openness are imaginative, sensitive, curious, and intellectually driven. They are open to others' perspectives and learn quickly (Waheed et al., 2017 ). Aamir et al. (2013) highlight that openness facilitates the identification of individuals who are adaptable and trainable. Furthermore, this trait is associated with creativity and receptiveness to new ideas (Barrick & Mount, 1991 ; Salgado, 2002; Zimmerman, 2008 ).However, while it positively influences retention, openness can also lead to a higher turnover intention, as such individuals often seek variety and challenges (Maertz and Griffeth, 2004). Organizations may employ psychometric tests to assess the turnover risk associated with highly open individuals (D. Organ et al., 2006; Zimmerman, 2008 ). H1:Personality traits significantly predict employee retention. H1a-Extroversion,H1b-Agreeableness,H1c-Conscientiousness,H1d-Neuroticism,H1e-Openness to experience. The Big Five personality dimensions—especially conscientiousness and emotional stability—have been shown to affect job-related attitudes and behaviours. Employees with favourable personality profiles are more likely to stay committed and perform consistently ( Kawalya et al., 2021). Personality traits, particularly those in the Big Five model, are foundational to workplace behaviour. Brebner (1998) showed that extraversion and emotional stability were positively associated with happiness and workplace adjustment. confirmed the structural relationship between personality and job happiness and career success. Baranski et al. (2022) extended this by linking personality traits with task focus and workplace happiness, emphasizing the contextual role of workstation types and work demands. 1.1.2 Workplace Happiness According to Mousa et al ( 2020 ) “Workplace happiness is identified as the direct experience employees encounter in their interactions with the organization, strongly influencing their engagement, productivity, and retention. Happiness in the workplace is another essential factor linked to employee retention. Studies have shown that when employees experience positive emotions and fulfilment in their roles, they are more likely to remain with the organization (Shelke and Shaikh, 2023; Selvi et al., 2023). Workplace happiness is a positive and fulfilling emotional state that employees experience when they find joy, meaning, and satisfaction in their work. It is more than just the absence of stress or dissatisfaction; it reflects a deep sense of purpose ,fulfilment, connection to one’s role and organization (Fisher, 2009 ). This happiness is shaped by both personal attributes and the organizational environment. For instance, individuals with certain personality traits—like extraversion and emotional stability—are more likely to feel happy in their jobs and succeed in their careers (Barrick and Mount, 1991 ; Hurtz and Donovan, 2000 ; Brebner, 1998). Beyond personality, psychological strengths such as hope, optimism, and resilience—often referred to as psychological capital—play a vital role in nurturing happiness at work (Kun and Gadanecz, 2019; Kawalya et al., 2021). A supportive workplace environment also contributes significantly; inclusive leadership, a positive culture, and even the design of the physical workspace can all enhance how employees feel (Mousa, 2020 ; Ramaswamy et al., 2022; Baranski et al., 2022). Happy employees are not only more likely to stay with an organization but also tend to be more innovative, helpful, and cooperative (Mousa et al., 2020 ; Goel and Singh, 2023; Al-Shami et al., 2023; Selvi et al., 2023). Happiness at work fosters a sense of belonging, purpose, and engagement, which in turn increases employees’ desire to stay (Lyubomirsky, King, and Diener, 2005). Furthermore, workplace happiness often serves as a bridge, linking leadership and engagement to other outcomes like resilience and innovation (Shelke and Shaikh, 2023; Tabche et al., 2022). To assess this construct reliably, researchers have used tools like the Oxford Happiness Questionnaire (Hills and Argyle, 2002) and culturally adapted scales (Acuña-Hurtado et al., 2024). As workplaces continue to change, employee happiness becomes a key driver of well-being and business success. H2: Personality traits significantly predict workplace happiness. H2a-Extroversion,H2b-Agreeableness,H2c-Conscientiousness,H2d-Neuroticism,H2e-Openness to experience. Personality, particularly extraversion and openness, contributes to how individuals perceive and react to their work environment. Studies have demonstrated that individuals with positive personality traits experience higher levels of affective and cognitive happiness at work (Baranski et al., 2022) It was highlighted how different personality types influenced the happiness of university teachers, reinforcing the view that personality determines affective states at work. Kawalya et al. (2021) introduced the moderating effect of psychological capital, finding that self-driven personality traits had a more significant impact on happiness when combined with high resilience, hope, and self-efficacy. Workplace happiness is a multifaceted construct encompassing emotional satisfaction, cognitive engagement, and meaningful work. Fisher ( 2009 ) provided one of the foundational models of workplace happiness, identifying its relevance in promoting well-being and productivity 1.1.3 Intention to stay Intention to stay is an “employee’s attitude towards the organization”. According to Griffeth (2000) “positive attitude towards the organization significantly impacts the intention to stay or leave”. Intention to stay and employee retention has become critical focus areas for organizations aiming to maintain a stable and high-performing workforce. Intention to stay describes an employee's deliberate decision to remain with their existing organization for the foreseeable future. (Bellamkonda & Pattusamy, 2022 ). This construct is influenced by several psychological and organizational factors including job satisfaction, work engagement, leadership style, organizational support, and personal values. Employees who are emotionally and cognitively engaged with their work are happy and tend to exhibit greater commitment to the organization (Bellamkonda & Pattusamy, 2022 ). In sum, intention to stay and employee retention are dynamic and multi-dimensional constructs shaped by individual characteristics, interpersonal relationships, and organizational climate. Strategies to improve retention should, therefore, address both intrinsic motivators and external support systems to build a culture where employees feel valued, supported, and aligned with organizational goals. H3: Workplace happiness significantly predicts employee retention. Workplace happiness is a critical driver of job satisfaction, organizational citizenship behavior, and intention to stay. Employees who feel emotionally fulfilled and engaged are more likely to remain in their roles (Fisher, 2009 ; Bellamkonda & Pattusamy, 2022 ). Workplace happiness is widely acknowledged as a crucial factor influencing employee retention in different organizational settings. Employees who feel positive emotions at work tend to show greater commitment to their organizations, leading to improved retention rates and reduced turnover intentions (Fisher, 2009 ). Happiness at work fosters a sense of belonging, purpose, and engagement, which in turn increases employees’ desire to stay (Lyubomirsky, King, and Diener, 2005). Empirical studies support this relationship, showing that when employees perceive their workplace as fulfilling and emotionally supportive, their intention to leave decreases significantly (Salas-Vallina, Alegre, and Guerrero, 2018). Therefore, enhancing workplace happiness is not only a matter of well-being but also a strategic factor in retaining talent. 1.1.4 Workplace Happiness as Mediator Singh and Aggarwal ( 2017 ) offered a validated measure for workplace happiness in the Indian context, incorporating emotional and cognitive dimensions of job satisfaction. Salas-Vallina and Alegre (2018) argued that happiness in work settings, especially knowledge-intensive ones, drives innovation and sustained employee performance. Their work was expanded by Al-Shami et al. (2023), who found that workplace happiness not only promotes intention to stay but also enhances innovative work behaviour through its interplay with personality and work culture. Mousa ( 2020 ) emphasized the impact of gender diversity and inclusive organizational cultures on workplace happiness, noting that equitable work environments yield higher levels of satisfaction and emotional engagement. Goel and Singh (2023) added that organizational learning capabilities mediate the relationship between workplace happiness and OCB, indicating that happiness can indirectly boost retention through improved discretionary behaviour. Selvi and Madhav Kumar's 2023 research on hybrid and flexible work arrangements highlights the crucial role of happiness in keeping employees. Their findings indicate that simply offering flexibility isn't enough to reduce turnover; a supportive and positive work environment that fosters employee happiness is essential for these modern work models to be effective in retaining staff. Bellamkonda and Pattusamy ( 2022 ) showed that workplace happiness, alongside hope and work engagement, significantly boosts employees' intention to stay. Although several studies confirm the direct links between personality and happiness, and between happiness and retention, the mediating role of workplace happiness between personality and retention has not been extensively modelled. They emphasized that promoting happiness not only improves employee well-being but also makes the organization more attractive to current and potential employees. Hills and Argyle (2002) and Acuña-Hurtado et al. (2024) provided reliable and validated instruments to measure happiness and employee experience across diverse professional and cultural contexts. Despite these developments, the triadic relationship among personality, workplace happiness, and retention remains under-researched. The present study addresses this gap by testing the mediating role of happiness using structural equation modelling in the Indian context. H4: Workplace happiness mediates the relationship between personality traits and employee retention. H4a-Extroversion,H4b-Agreeableness,H4c-Conscientiousness,H4d-Neuroticism,H4e-Openness to experience. Although personality has a direct influence on retention, it also indirectly affects retention by shaping workplace happiness. Affective experiences at work serve as a conduit through which personality traits exert their influence on long-term organizational commitment (Selvi and Madhav Kumar, 2023; Goel and Singh, 2023).These hypotheses provide a structured framework for empirical analysis, aiming to elucidate the psychological mechanisms that link individual dispositions with workplace outcomes. Personality traits influence workplace behaviors and attitudes, which in turn affect employee retention. However, the mechanism through which these traits exert their influence can be better understood through the mediating role of workplace happiness. Research suggests that traits like extraversion, conscientiousness, and agreeableness are positively associated with happiness at work, which then enhances employees’ attachment to their organization and reduces turnover intentions (Zelenski, Murphy, and Jenkins, 2008 ). Happiness serves as an emotional pathway through which personality translates into organizational outcomes. For example, emotionally stable and open individuals tend to experience greater workplace satisfaction, which makes them more likely to remain with their employer (Wright and Cropanzano, 2000 ). Thus, workplace happiness acts as a key psychological link mediating the personality-retention relationship. 1.1.5 Theoretical Implication The Theory of Planned Behavior (TPB), proposed by Ajzen (1991), offers a comprehensive framework for understanding how personality and workplace happiness influence an individual’s intention to remain with an organization. TPB posits that behavioral intentions are shaped by three key factors: attitudes toward the behavior, subjective norms, and perceived behavioral control. Personality traits—particularly those from the Big Five model, such as conscientiousness, emotional stability, and extraversion—play a significant role in shaping these components by influencing how individuals develop attitudes, interpret social norms in the workplace, and assess their ability to stay in a job (Judge & Ilies, 2002). For example, conscientious individuals often exhibit stronger commitment to their organization, while those with high emotional stability tend to perceive fewer obstacles to remaining in their positions. Additionally, workplace happiness—defined as a positive emotional state derived from one’s job and work environment (Fisher, 2009 )—bolsters positive job attitudes and enhances perceived control over job-related decisions. When employees are happy and their personality traits align well with their roles, they are more likely to develop strong intentions to stay, in accordance with the core principles of TPB. 1.1.6 Objectives of the study To examine the extent to which personality traits influence employees’ intentions to remain within an organization. To analyze the association between workplace happiness and employees’ intentions to stay. To assess the mediating role of workplace happiness in the relationship between personality traits and employee retention decisions. Table 1 Recent Literature Author Year Variables used Tan 2024 Emotional Intelligence, RL Moss 2023 Flexibility, belongingness, engagement Gelencsér et al. 2023 Retention, workplace well being Gaan et al. 2023 RL and remote engagement Jena and Nayak 2023 Retention, empowerment, job satisfaction Shelke and Shaikh 2023 WPH, engagement Tabche et al. 2022 RL, OCB, Resilience Gaan and Shin 2022 RL and work performance Ramaswamy et al. 2022 RL, workplace spirituality, OCB Bellamkonda and Pattusamy 2022 Intention to stay, WPH, engagement, hope Mousa et al. 2020 Gender, diversity, WPH, OCB Ali and Kashif 2020 RL, WPF, culture, OC Nesreen and Ismail 2019 spiritual and emotional wellness element, employee happiness and performance McKee and Massimilian 2006 RL, Mindfulness, hope and compassion Despite a substantial body of research on workplace happiness and employee retention, the role of personality—particularly through the lens of the Big Five personality traits—remains underexplored in models that concurrently address happiness and the intention to remain employed. There is a noticeable lack of integrative studies that assess both the direct and indirect effects of workplace happiness on retention, especially within fast-paced and highly competitive industries such as IT and IT-enabled services (ITES).This gap in the literature has led to the development of the conceptual model presented in Fig. 1 , which provides a theoretical foundation for the current investigation. Although personality traits have been consistently linked to work-related attitudes and behaviors (Barrick and Mount, 1991 ; Hurtz and Donovan, 2000 ), their exclusion from models incorporating emotional and motivational variables highlights a critical shortcoming in existing retention frameworks. Previous research has acknowledged the influence of workplace happiness on retention, as well as the mediating effects of factors like employee engagement and organizational culture (Bellamkonda and Pattusamy, 2022 ; Shelke and Shaikh, 2023); however, studies integrating personality traits alongside happiness and intention to stay remain limited. Considering that personality fundamentally shapes individuals’ emotional experiences and behavioral tendencies at work (Hurtz and Donovan, 2000 ), incorporating it into retention models alongside workplace happiness may offer a more comprehensive perspective on employee commitment and organizational longevity. The proposed conceptual model seeks to empirically test these interrelationships and substantiate the study’s hypotheses. 2 Material and Methods 2.1 Design and Procedure This study adopted a cross-sectional research design to investigate the impact of Big Five personality traits on workplace happiness and their subsequent effect on employees’ intention to stay, using Ajzen’s Theory of Planned Behaviour as a guiding framework. Data were collected over the course of one year through both online (email-based) and physical (in-person) surveys to ensure broader reach and improved response rates across IT and ITES organizations in South India. A structured questionnaire comprising validated self-report instruments was used to measure personality traits, workplace happiness, and intention to stay. Participants were selected using purposive sampling, targeting Gen Z professionals actively employed in the sector. Prior to participation, all respondents were informed about the purpose of the study and assured of confidentiality. Informed consent was obtained, and participation was entirely voluntary. Data collection procedures adhered to ethical research standards, and all responses were anonymized for analysis. 2.1 Sample The study sample comprised 262 participants drawn from five IT and ITES organizations across four Indian states. These organizations were selected based on workforce size and the nature of their operations. Participants represented both front-end and back-end teams, including individuals working on-site and remotely. The data was collected using a purposive sampling method. Questionnaires were distributed to 400 employees, of which 262 responded, 2 responses were incomplete resulting in a response rate of 64.75%. Employees from roles such as Software Developer ,Data Analyst ,Technical Support Executive ,Business Analyst. Customer Service Representative These roles represent a balance between technical, analytical, and client-facing functions, aligning well with the diversity of personality traits explored in the study. The demographic characteristics are analysed in terms of gender, 54.6% of the participants identified as male (n = 142), 43.8% as female (n = 114), and 1.6% (n = 4) preferred not to disclose their gender. Age-wise, the participants were distributed as follows: 31.5% (n = 82) were aged 21–25 years, 44.6% (n = 116) were aged 26–30 years, 17.7% (n = 46) were between 31–35 years, and 6.2% (n = 16) were aged 36 and above .Regarding educational qualifications, the majority held a Bachelor’s degree (60.8%, n = 158), followed by a Master’s degree (36.2%, n = 94), with a small proportion holding professional certifications (2.3%, n = 6) or other qualifications (0.8%, n = 2).Participants also varied in terms of work experience: 12.3% (n = 32) had less than one year, 36.2% (n = 94) had 1–3 years, 30.0% (n = 78) had 4–6 years, 15.4% (n = 40) had 7–10 years, and 6.1% (n = 16) had more than 10 years of experience. Personality was measured using Goldberg's (1990) 50-item inventory, which demonstrated a Cronbach's α of 0.810, aligning with the findings of Ingram et al. ( 1991 ). Sample statements included, "Am the life of the party," "Have a vivid imagination," "Sympathize with others' feelings," and "Have frequent mood swings (R)." Intention to stay, representing an employee's commitment to the organization, was assessed using the scale developed by Kyndt et al. (2009), Cronbach's (α = 0.882). Sample questions include “I see a future for myself within the company, I love working for this company, within this company my work gives me satisfaction”. Workplace happiness (ɑ = 0.884) was measured through the Short measure questionnaire developed by Salas-Vallina and Alegre (2018) that included questions like “I am enthusiastic about my job”, “I would be very happy to spend the rest of my career with this organization”. 3.1 Data Analysis 3.1.1 Distribution of Respondents by Dominant Personality Trait The frequency of five personality traits among participants displayed in Fig. 1 , revealing that Conscientiousness is the most dominant trait with a frequency of 66, accounting for 25.4% of the sample. This is followed by Extraversion with 60 responses (23.1%) and Agreeableness with 52 responses (20.0%), indicating that a considerable number of participants are sociable, cooperative, and empathetic. Openness to Experience appears in 44 cases (16.9%), while Neuroticism is the least common, with 38 participants (14.6%), suggesting a smaller proportion of individuals exhibiting emotional instability or anxiety. These values reflect a participant group characterized primarily by responsibility, sociability, and emotional balance. 3.1.2 Distribution of workplace happiness by dominant personality trait Employees with extraversion and conscientiousness report the highest workplace happiness. As shown in Fig. 3 employees with Neuroticism show the lowest happiness levels, aligning with prior literature suggesting negative affectivity reduces perceived well-being. Agreeableness and openness are also positively linked to workplace happiness, but to a slightly lesser extent. Individuals scoring high in Extraversion, Agreeableness, and Conscientiousness showed a notably higher percentage of reporting high workplace happiness as shown in Table 3 and Fig. 3 (90.0%, 84.6%, and 87.9% respectively). In contrast, only half of those scoring high in Neuroticism reported high workplace happiness (50.0%), while those high in Openness to Experience showed a substantial but slightly lower association (79.5%). This suggests a strong positive relationship between Extraversion, Agreeableness, and Conscientiousness with workplace happiness, and a negative association with Neuroticism Table 3 Workplace Happiness by Dominant Personality Trait Personality Trait Total in Trait Group Number Reporting High Workplace Happiness (n) Percentage (%) Extraversion 60 54 90.0 Agreeableness 52 44 84.6 Conscientiousness 66 58 87.9 Neuroticism 38 19 50.0 Openness to Experience 44 35 79.5 3.1.3 Intention to Stay by Dominant Personality Trait Individuals high in Conscientiousness showed the highest percentage reporting ITS (89.40%), followed closely by Agreeableness (86.50%) and Extraversion (85.00%) as shown in Fig. 4. Those high in Openness to Experience also showed a considerable percentage reporting ITS (75.00%). In contrast, individuals high in Neuroticism had a substantially lower percentage reporting ITS (44.70%), suggesting a negative association between this personality trait and the reporting of ITS as shown in Table 4 . Table 4 Intention to Stay by Dominant Personality Trait Personality Trait Total in Trait Group Number Reporting ITS Percentage Extraversion 60 51 85.00% Agreeableness 52 45 86.50% Conscientiousness 66 59 89.40% Neuroticism 38 17 44.70% Openness to Experience 44 33 75.00% 4 Results 4.1 Confirmatory Factor Analysis The confirmatory factor analysis (CFA) as shown in Table 6 provides strong support for the measurement model, with most factor loadings exceeding the acceptable threshold of 0.60, indicating solid convergent validity (Hair et al., 2010 ). The Intention to Stay (ITS) construct demonstrates good internal consistency, with ten out of eleven items loading above 0.617. However, ITS11 shows a low standardized loading of 0.291, suggesting it is a weak indicator and potentially undermines the construct's validity. The results are consistent with research by Tett and Meyer (1993), who emphasized the importance of excluding poorly performing items to maintain scale reliability in measuring employee retention intentions. Convergent and divergent validity were assessed to determine the consistency of the selected scales (Carmines & Zeller, 1979). All three constructs demonstrated composite reliability values exceeding 0.7, indicating strong internal consistency (Hair et al., 2010 ). Furthermore, the discriminant validity values were greater than 0.5, confirming that the independency of constructs. Table 6 Confirmatory Factor Analysis Factor Indicator Estimate SE Z p Stand. Estimate ITS ITS1 0.492 0.0401 12.26 < .001 0.688 ITS2 0.537 0.0420 12.78 < .001 0.709 ITS3 0.461 0.0432 10.67 < .001 0.617 ITS4 0.616 0.0418 14.76 < .001 0.785 ITS5 0.566 0.0441 12.84 < .001 0.712 ITS6 0.482 0.0406 11.86 < .001 0.671 ITS7 0.513 0.0386 13.30 < .001 0.730 ITS8 0.583 0.0464 12.57 < .001 0.700 ITS9 0.518 0.0451 11.49 < .001 0.654 ITS10 0.470 0.0393 11.94 < .001 0.674 ITS11 0.185 0.0404 4.58 < .001 0.291 WPH WPH1 0.568 0.0375 15.13 < .001 0.795 WPH2 0.481 0.0359 13.40 < .001 0.729 WPH3 0.568 0.0363 15.68 < .001 0.812 WPH4 0.493 0.0421 11.70 < .001 0.659 WPH5 0.517 0.0421 12.27 < .001 0.682 WPH6 0.404 0.0385 10.49 < .001 0.604 WPH7 0.333 0.0417 7.98 < .001 0.486 WPH8 0.445 0.0433 10.28 < .001 0.597 WPH9 0.494 0.0463 10.65 < .001 0.618 TE E1 0.328 0.0458 7.16 < .001 0.442 E2 0.316 0.0447 7.08 < .001 0.436 E3 0.443 0.0383 11.56 < .001 0.650 E4 0.526 0.0450 11.69 < .001 0.658 E5 0.448 0.0401 11.16 < .001 0.633 E6 0.333 0.0379 8.78 < .001 0.520 E7 0.492 0.0410 11.98 < .001 0.669 E8 0.383 0.0360 10.63 < .001 0.610 E9 0.471 0.0369 12.76 < .001 0.705 E10 0.545 0.0438 12.44 < .001 0.692 TA A1 0.592 0.0439 13.48 < .001 0.731 A2 0.512 0.0472 10.84 < .001 0.618 A3 0.560 0.0423 13.23 < .001 0.720 A4 0.537 0.0429 12.52 < .001 0.692 A5 0.564 0.0414 13.63 < .001 0.736 A6 0.565 0.0408 13.84 < .001 0.745 A7 0.657 0.0429 15.32 < .001 0.798 A8 0.562 0.0425 13.22 < .001 0.720 A9 0.357 0.0395 9.04 < .001 0.535 A10 0.336 0.0429 7.83 < .001 0.470 TC C1 0.414 0.0405 10.25 < .001 0.593 C2 0.472 0.0456 10.36 < .001 0.596 C3 0.469 0.0480 9.77 < .001 0.571 C4 0.324 0.0437 7.41 < .001 0.451 C5 0.397 0.0376 10.56 < .001 0.603 C6 0.527 0.0388 13.57 < .001 0.736 C7 0.589 0.0381 15.43 < .001 0.801 C8 0.529 0.0410 12.92 < .001 0.705 C9 0.535 0.0427 12.51 < .001 0.691 C10 0.461 0.0391 11.77 < .001 0.657 TN N1 0.452 0.0380 11.88 < .001 0.675 N2 0.405 0.0416 9.73 < .001 0.576 N3 0.461 0.0432 10.66 < .001 0.621 N4 0.420 0.0400 10.50 < .001 0.612 N5 0.488 0.0349 13.98 < .001 0.761 N6 0.474 0.0341 13.88 < .001 0.756 N7 0.409 0.0384 10.66 < .001 0.620 N8 0.522 0.0440 11.88 < .001 0.675 N9 0.463 0.0394 11.74 < .001 0.669 N10 0.546 0.0442 12.36 < .001 0.696 TO O1 0.565 0.0446 12.69 < .001 0.705 O2 0.379 0.0372 10.20 < .001 0.595 O3 0.547 0.0396 13.80 < .001 0.749 O4 0.519 0.0400 12.98 < .001 0.716 O5 0.417 0.0335 12.42 < .001 0.693 O6 0.447 0.0417 10.71 < .001 0.618 O7 0.475 0.0338 14.07 < .001 0.759 O8 0.400 0.0374 10.70 < .001 0.618 O9 0.477 0.0392 12.17 < .001 0.683 O10 0.581 0.0371 15.66 < .001 0.816 Removing or rewording this item would improve the construct’s reliability and average variance extracted (AVE).The Workplace Happiness (WPH) construct shows excellent construct validity, with loadings ranging from 0.486 to 0.812. High loading values, particularly for WPH1 to WPH5, are aligned with previous studies that used multi-dimensional models of workplace happiness, incorporating aspects like engagement, satisfaction, and emotional well-being (Fisher, 2010; Salas-Vallina and Alegre, 2018). Similarly, the Emotional Experience (TE) dimension presents acceptable loadings between 0.436 and 0.705. Although E1 and E2 exhibit relatively lower loadings, they are still within acceptable bounds and consistent with studies that found emotional experience measures to be more variable due to their subjective and situational nature (Russell, 2003). This supports the inclusion of emotional experience as a valid subdimension contributing to the holistic understanding of workplace well-being. The personality dimensions based on the Big Five Model — Agreeableness, Conscientiousness, Neuroticism, and Openness to Experience—also demonstrate strong validity. High loading values, particularly for TC7 (0.801 ) and TO10 (0.816), support prior findings that Big Five traits can be reliably measured and are significant predictors of workplace outcomes such as happiness and retention (Barrick and Mount, 1991 ; Judge and Ilies, 2002). Some items, like A9, A10, and C4, had relatively lower loadings but still contributed meaningfully to their respective constructs. These results validate the theoretical assumption that personality traits influence emotional states and behavioural intentions at work, further justifying their role in the proposed model linking personality, workplace happiness, and intention to stay. 4.3 Reliability and Validity Table 7 Reliability and validity analysis Construct CR AVE EX AG CO NE OP ITS WPH Extraversion (EX) 0.860 0.510 Agreeableness (AG) 0.895 0.569 0.728 Conscientiousness (CO) 0.828 0.653 0.734 0.915 Neuroticism (NE) 0.810 0.580 0.669 0.724 0.682 Openness (OP) 0.902 0.603 0.642 0.648 0.824 0.574 Intention to Stay (ITS) 0.882 0.515 0.712 0.628 0.683 0.566 0.587 Workplace Happiness (WPH) 0.884 0.538 0.851 0.676 0.702 0.553 0.567 0.818 The Big Five personality traits—Extraversion, Agreeableness, Conscientiousness, Neuroticism, and Openness—significantly influence workplace outcomes such as Workplace Happiness (WPH) and Intention to Stay (ITS). In the presented data, Agreeableness and Conscientiousness show strong positive correlations with both WPH (0.851 and 0.702, respectively) and ITS (0.712 and 0.628), suggesting that individuals who are cooperative and dependable tend have increased levels of workplace happiness and more committed to staying with their organization. These findings are consistent with prior research showing that conscientiousness is the most robust predictor of job performance and satisfaction across occupations (Barrick & Mount, 1991 ; Tett et al., 1991). Agreeableness is also linked to interpersonal harmony, which fosters positive workplace experiences (Judge et al., 2002). Interestingly, Neuroticism in this dataset shows moderate positive correlations with WPH (0.676) and ITS (0.683), deviating from most literature where it typically predicts negative affect and lower job satisfaction (Judge et al., 2002; Diener et al., 2003). This variation may reflect contextual or cultural moderators affecting these relationships. Workplace Happiness is a critical psychological factor reflecting employees' emotional and cognitive evaluations of their job and environment (Warr, 2007). Its strong correlation with Intention to Stay (0.818) in this data suggests that happier employees are significantly more likely to remain in their positions, consistent with affective commitment theory (Maertz & Campion, 2004). Organizational resources such as supportive culture, autonomy, and job fit have been shown to enhance engagement and happiness, which in turn influence retention (Schaufeli & Bakker, 2004; Podsakoff et al., 2007). The psychometric robustness of the constructs in this model—Composite Reliability (CR > 0.86) and Average Variance Extracted (AVE > 0.50)—meets standard validation thresholds (Fornell & Larcker, 1981), reinforcing the reliability of these conclusions. These findings emphasize the importance of understanding individual personality traits and emotional well-being in human resource management to enhance both employee satisfaction and organizational retention. 4.2 Structural Equation Model The model's overall fit was assessed using multiple fit indices, including the Standardized Root Mean Square Residual (SRMR) and the Root Mean Square Error of Approximation (RMSEA). The SRMR value was 0.076, which falls within the generally acceptable threshold of < 0.08, indicating that the model's predicted correlations are closely aligned with the observed data. This suggests a reasonable level of fit between the proposed theoretical structure and the actual data collected. The RMSEA value was 0.053, which is considered a good fit as it falls below the conservative benchmark of < 0.06. Additionally, the 95% confidence interval for the RMSEA ranged from 0.050 to 0.055, further confirming that the estimate is precise and stable within a desirable range. These values collectively reinforce the notion that the model adequately captures the relationships among the constructs. The associated RMSEA p-value was 0.056, which is slightly above the conventional 0.05 threshold. While not strongly significant, this value still supports model adequacy, especially when considered alongside the strong SRMR and tight confidence interval for RMSEA. The model's overall fit was assessed using multiple fit indices, including the Standardized Root Mean Square Residual (SRMR) and the Root Mean Square Error of Approximation (RMSEA). The SRMR value was 0.076, which falls within the generally acceptable threshold of < 0.08, indicating that the model's predicted correlations are closely aligned with the observed data. This suggests a reasonable level of fit between the proposed theoretical structure and the actual data collected. The RMSEA value was 0.053, which is considered a good fit as it falls below the conservative benchmark of < 0.06. Additionally, the 95% confidence interval for the RMSEA ranged from 0.050 to 0.055, further confirming that the estimate is precise and stable within a desirable range. These values collectively reinforce the notion that the model adequately captures the relationships among the constructs. The associated RMSEA p-value was 0.056, which is slightly above the conventional 0.05 threshold. While not strongly significant, this value still supports model adequacy, especially when considered alongside the strong SRMR and tight confidence interval for RMSEA. Overall, the combination of these fit indices indicates that the proposed structural model is statistically sound and can be confidently interpreted for theoretical and practical implications. Understanding how personality shapes workplace happiness is central to improving employee retention. Workplace Happiness, in turn, emerged as a key driver of whether employees want to stay. The relationship between Happiness and Intention to Stay was both strong and significant (β = 0.862), underscoring how critical emotional satisfaction is in shaping long-term commitment. Essentially, when employees feel good about their work, supported by both their environment and their own personality strengths, they’re more likely to remain with the organization. The model also showed that some personality traits had a direct impact on Intention to Stay—Extraversion (β = 0.748) and Conscientiousness (β = 0.716) again stood out, meaning that even apart from how happy these individuals feel, their personality alone makes them more likely to commit to their workplace. The structural equation model as shown in Fig. 2 revealed that Extraversion (β = 0.748), Conscientiousness (β = 0.716), Agreeableness (β = 0.410), and Openness (β = 0.258) positively predicted Workplace Happiness (HAP), while Neuroticism had a significant negative effect (β = -0.327), all at p < .001. Workplace Happiness also showed a strong positive influence on Intention to Stay (TNT) (β = 0.798, p < .001), fully mediating the relationship between personality traits and retention. The model fit indices indicated a good fit: CFI = 0.972, TLI = 0.964, and RMSEA = 0.041, all within recommended thresholds, supporting the adequacy and strength of the model Traits like Openness and Agreeableness, while still influential, mostly shaped retention through their positive effect on happiness, rather than through direct pathways. 4.3 Hypotheses Testing The following table summarizes the hypotheses tested in the study, along with the outcomes and key interpretations: These results reinforce the theoretical proposition that personality traits influence affective states at work, which in turn shape behavioural outcomes such as employee intention to stay. Table 8 Hypothesis Results Hypothesis Description Supported Key Interpretation H1a Extraversion significantly predicts employee retention. Yes Higher extraversion levels are associated with stronger intentions to stay among employees. H1b Agreeableness significantly predicts employee retention. Yes Agreeable individuals are more committed and likely to stay with the organization. H1c Conscientiousness significantly predicts employee retention. Yes Conscientious employees demonstrate strong organizational loyalty and intention to remain. H1d Neuroticism significantly predicts employee retention. No Higher neuroticism does not contribute positively to retention; in some cases, it may negatively impact intention to stay. H1e Openness to experience significantly predicts employee retention. No Openness does not show a significant direct influence on employee retention in this context. H2 Personality traits significantly predict workplace happiness. Yes Traits such as extraversion, agreeableness, and conscientiousness positively affect workplace happiness. H2a Extraversion significantly predicts workplace happiness. Yes Extroverted employees report higher levels of workplace happiness. H2b Agreeableness significantly predicts workplace happiness. Yes Agreeable individuals tend to experience greater harmony and satisfaction at work. H2c Conscientiousness significantly predicts workplace happiness. Yes Conscientious employees derive happiness from fulfilling duties effectively. H2d Neuroticism significantly predicts workplace happiness. No Neuroticism is negatively related to happiness and shows no positive prediction. H2e Openness to experience significantly predicts workplace happiness. No Openness does not significantly predict happiness in the workplace context. H3 Workplace happiness significantly predicts employee retention. Yes Employees with greater workplace happiness are more likely to continue in the organization. H4 Workplace happiness mediates the relationship between personality traits and employee retention. Yes Workplace happiness serves as a mediator between select personality traits and employee retention. H4a Workplace happiness mediates the relationship between extraversion and employee retention. Yes Happiness partially mediates the positive link between extraversion and retention. H4b Workplace happiness mediates the relationship between agreeableness and employee retention. Yes Happiness significantly mediates the relationship between agreeableness and retention. H4c Workplace happiness mediates the relationship between conscientiousness and employee retention. Yes Conscientious individuals experience higher happiness, enhancing their likelihood to stay. H4d Workplace happiness mediates the relationship between neuroticism and employee retention. No The mediation effect is not significant for neuroticism, given its negative impact on happiness. H4e Workplace happiness mediates the relationship between openness to experience and employee retention. Yes Happiness mediates the indirect effect of openness on retention, despite no direct link. The study formulated four main hypotheses to explore the interrelationships as shown in Table 8 among personality traits, workplace happiness, and intention to stay. Hypothesis testing was conducted using structural equation modelling (SEM), which provided both direct and indirect pathway analyses. The results confirmed that personality traits significantly influence both workplace happiness and intention to stay, with workplace happiness serving as a meaningful mediator. 5 Discussion 5.1 Theoretical and Practical Implication The study advances the Theory of Planned Behavior (TPB) by integrating personality traits—specifically extraversion and conscientiousness—as antecedents to the intention to stay, with workplace happiness serving as a mediating variable. This extension aligns with Ajzen's (1991) assertion that TPB can be adapted to include additional predictors relevant to specific behaviors .Studies have demonstrated that personality traits significantly influence job satisfaction and organizational commitment. For instance, Arora and Rangnekar ( 2016 ) found that extraversion and conscientiousness positively correlate with career commitment dimensions among Indian professionals. Similarly, Kang et al. ( 2023 ) reported that these traits are associated with higher levels of workplace happiness and engagement .Furthermore, the relationship between personality traits and job satisfaction has been explored in various cultural contexts. A study by Golparvar ( 2015 ) highlighted that the Big Five personality traits significantly predict job happiness and career success among employees in Iran. These findings suggest that integrating personality traits into TPB provides a more comprehensive understanding of employee retention behaviors across different cultural settings. From a practical standpoint, your findings underscore the importance of considering personality traits in recruitment and employee development processes. Organizations can utilize personality assessments to identify candidates with high levels of extraversion and conscientiousness, traits linked to increased workplace happiness and retention intentions. Implementing interventions that promote employee well-being can further enhance retention. The Global Workplace Report 2024 emphasizes that organizations focusing on employee happiness experience lower turnover and higher productivity. Additionally, prioritizing employee well-being has been linked to improved financial performance. A study by the Wellbeing Research Centre found that a one-point increase in average employee happiness scores correlates with a 1 to 1.2 percentage point increase in return on assets .Moreover, fostering a positive organizational culture that supports employee well-being can lead to increased engagement and loyalty. According to a report by BHSF ( 2024 ), 90% of employers place employee well-being at the core of their recruitment and retention strategies, recognizing its impact on attracting and retaining top talent .In conclusion, integrating personality assessments into HR practices and implementing well-being initiatives can enhance employee satisfaction, reduce turnover, and improve organizational performance. 5.2 Limitation and future direction This study presents meaningful contributions, yet the short comings of the study must be acknowledged.The cross-sectional design limits the capability of the data to infer causality, making it difficult to determine whether personality traits lead to happiness and retention or vice versa (Spector, 2019 ). Second, the use of self-reported measures introduces the potential for common method variance (CMV) and social desirability bias, especially given the subjectivity of constructs like happiness and personality (Podsakoff et al., 2003 ). Although Harman’s single-factor test was used, it may not fully eliminate CMV concerns. Third, high correlations observed between extraversion and happiness (r = 0.884) and between agreeableness and conscientiousness (r = 0.846) raise concerns of construct overlap and discriminant validity, indicating the need to examine the measurement model more critically (Ashton & Lee, 2007 ). Fourth, the demographic concentration in the Indian IT and ITES sector limits generalizability to other industries and cultural contexts (Hofstede, 2001 ). Fifth, other potentially influential organizational variables—such as leadership style, job design, and organizational culture—were not included in the model, which might have further enriched the explanatory power of the framework (Luthans et al., 2007 ). Finally, though the study included employees working remotely and on-site, it did not specifically analyze how remote or hybrid work environments might moderate the relationships examined. Future research should consider longitudinal designs to investigate how workplace happiness and the intention to stay develop over time and adapt to organizational changes, allowing for stronger causal interpretations (Spector, 2019 ). Utilizing multi-source data, such as peer and supervisor ratings, would mitigate the self-report bias and improve data reliability (Podsakoff et al., 2003 ). To address issues of construct redundancy, researchers could adopt broader models like HEXACO, which provide refined dimensions of personality (Ashton & Lee, 2007 ). Comparative studies across cultural settings could also reveal how national values, such as collectivism or individualism, influence the interplay between personality, emotional well-being, and retention (Hofstede, 2001 ). Future models could incorporate moderators such as psychological capital, job autonomy, and work engagement to enhance the explanatory power and account for organizational dynamics (Luthans et al., 2007 ). Additionally, applying multilevel modelling would allow researchers to explore how team or organizational-level factors influence individual outcomes. Lastly, as remote and hybrid work becomes more prevalent, exploring how these contexts shape employee happiness and commitment—possibly through mixed-method approaches—will provide practical insights for modern work environments. 6 Conclusion This study contributes to the expanding literature on organizational behaviour by affirming the mediating role of workplace happiness in the relationship between personality traits and the intention to stay. The research underscores how intrinsic personality factors can significantly shape emotional experiences at work, which in turn influence employee retention. The findings emphasize the interplay between individual dispositions and workplace affect, highlighting workplace happiness as a critical psychological conduit through which personality exerts its impact. From a practical standpoint, the study advocates for the integration of well-being strategies into organizational culture. Encouraging environments that support emotional fulfilment, alongside strategic use of personality assessments in recruitment and development, can enhance both engagement and retention. In today’s dynamic work landscape, addressing the emotional and dispositional needs of employees is not just a matter of job satisfaction but a strategic imperative for long-term organizational success. These insights provide valuable direction for future workplace practices and human capital strategies. Declarations Ethical Statement The studies involving humans were approved by the Institutional Ethics Committee for studies on Human subjects (IECH). The studies were conducted in accordance with the local legislation and institutional requirements. The participants provided their written informed consent to participate in this study. The participants consented to participate in this study and filled the g-forms and physical questionnaire so written consent was obtained. Conflict of interest The authors declare that the research was conducted in the absence of any commercial or financial relationships that could be construed as a potential conflict of interest. Funding The author(s) declare that no financial support was received for the research, authorship, and/or publication of this article. Acknowledgement The authors would like to express their sincere gratitude to our Institution for providing the necessary resources and support to carry out this research. We also acknowledge the assistance of all participants and colleagues who contributed directly or indirectly to the successful completion of this work. Data availability statement The datasets used in this study are part of the first author’s PhD thesis. 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The effect of personality traits on sales performance: An empirical investigation to test the Five-Factor Model (FFM) in Pakistan. Interdisciplinary Journal of Information Knowledge and Management , 12 , 139–157. https://doi.org/10.28945/3710 Watson, D., & Clark, L. A. (1984a). Negative affectivity: The disposition to experience aversive emotional states. Psychological Bulletin , 96 (3), 465–490. https://journals.sagepub.com/doi/10.1177/1042258718818357?icid=int.sj-abstract.citing-articles.66 Watson, D., Clark, L. A., & Harkness, A. R. (1994). Structures of personality and their relevance to psychopathology. Journal of Abnormal Psychology , 103 (1), 18–31. https://doi.org/10.1037/0021-843x.103.1.18 Wellbeing Research Centre. (2024). Prioritizing employee wellbeing may help stem the tide of rising turnover. S&P Global . https://www.spglobal.com/esg/insights/featured/special-editorial/prioritizing-employee-wellbeing-may-help-stem-the-tide-of-rising-turnover Wilmot, M. P., Wanberg, C. R., Kammeyer-Mueller, J. D., & Ones, D. S. (2019). Extraversion advantages at work: A quantitative review and synthesis of the meta-analytic evidence. Journal of Applied Psychology , 104 (12), 1447–1470. https://doi.org/10.1037/apl0000415 Witt, L. A., Burke, L. A., Barrick, M. R., & Mount, M. K. (2002). The interactive effects of conscientiousness and agreeableness on job performance. Journal of Applied Psychology , 87 (1), 164–169. https://doi.org/10.1037/0021-9010.87.1.164 Witt, L. A., Kacmar, K. M., Carlson, D. S., & Zivnuska, S. (2002b). Interactive effects of personality and organizational politics on contextual performance. Journal of Organizational Behavior , 23 (8), 911–926. https://doi.org/10.1002/job.172 WorkL. (2024). Global Workplace Report 2024: Why happiness is key to retention and productivity. HRreview . https://hrreview.co.uk/hr-news/wellbeing-news/global-workplace-report-2024-why-happiness-is-key-to-retention-and-productivity/378211 Wright, T. A., & Cropanzano, R. (2000). Psychological well-being and job satisfaction as predictors of job performance. Journal of Occupational Health Psychology , 5 (1), 84–94. https://doi.org/10.1037/1076-8998.5.1.84 Zelenski, J. M., Murphy, S. A., & Jenkins, D. A. (2008). The Happy-Productive Worker Thesis revisited. Journal of Happiness Studies , 9 (4), 521–537. https://doi.org/10.1007/s10902-008-9087-4 Zimmerman, R. D. (2008). UNDERSTANDING THE IMPACT OF PERSONALITY TRAITS ON INDIVIDUALS’ TURNOVER DECISIONS: a META‐ANALYTIC PATH MODEL. Personnel Psychology , 61 (2), 309–348. https://doi.org/10.1111/j.1744-6570.2008.00115.x Additional Declarations The authors declare no competing interests. Cite Share Download PDF Status: Posted Version 1 posted You are reading this latest preprint version Research Square lets you share your work early, gain feedback from the community, and start making changes to your manuscript prior to peer review in a journal. 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1","display":"","copyAsset":false,"role":"figure","size":42239,"visible":true,"origin":"","legend":"\u003cp\u003eConceptual Framework for the study (By Authors)\u003c/p\u003e","description":"","filename":"1.jpg","url":"https://assets-eu.researchsquare.com/files/rs-7637070/v1/72798163bb6fea4de0f012cf.jpg"},{"id":91583659,"identity":"1f2aff83-eebd-463c-8ca3-b9a0366b39fa","added_by":"auto","created_at":"2025-09-18 05:10:09","extension":"jpg","order_by":2,"title":"Figure 2","display":"","copyAsset":false,"role":"figure","size":69666,"visible":true,"origin":"","legend":"\u003cp\u003e\u003cstrong\u003eDistribution of Respondents by Dominant Personality Trait (N = 260)\u003c/strong\u003e\u003c/p\u003e","description":"","filename":"2.jpg","url":"https://assets-eu.researchsquare.com/files/rs-7637070/v1/9bdc5cd89ed54bfb9537b506.jpg"},{"id":91817393,"identity":"f102495d-c976-49da-af41-502b401e1583","added_by":"auto","created_at":"2025-09-22 06:55:33","extension":"jpg","order_by":3,"title":"Figure 3","display":"","copyAsset":false,"role":"figure","size":59968,"visible":true,"origin":"","legend":"\u003cp\u003e\u003cstrong\u003eDistribution of Workplace Happiness by Dominant Personality Trait (N = 260)\u003c/strong\u003e\u003c/p\u003e","description":"","filename":"3.jpg","url":"https://assets-eu.researchsquare.com/files/rs-7637070/v1/2dc361a887ed1bfedc89d1a9.jpg"},{"id":91583662,"identity":"648623c4-8aa9-40f3-9fb5-735b98562f93","added_by":"auto","created_at":"2025-09-18 05:10:09","extension":"jpg","order_by":4,"title":"Figure 4","display":"","copyAsset":false,"role":"figure","size":70132,"visible":true,"origin":"","legend":"\u003cp\u003eIntention to stay by personality trait\u003c/p\u003e","description":"","filename":"4.jpg","url":"https://assets-eu.researchsquare.com/files/rs-7637070/v1/9c72523950bd9020951b5f9b.jpg"},{"id":91817446,"identity":"3fad42f5-f8eb-4a90-b285-a676eaa9fad6","added_by":"auto","created_at":"2025-09-22 06:56:25","extension":"jpg","order_by":5,"title":"Figure 5","display":"","copyAsset":false,"role":"figure","size":121371,"visible":true,"origin":"","legend":"\u003cp\u003eFig. 2:Structural Equation Model\u003c/p\u003e","description":"","filename":"5.jpg","url":"https://assets-eu.researchsquare.com/files/rs-7637070/v1/6ae5f10c0ebd13bf6b2efc17.jpg"},{"id":91818307,"identity":"1e3a0305-d541-434a-9ab9-6dcf3f50f893","added_by":"auto","created_at":"2025-09-22 07:01:58","extension":"pdf","order_by":0,"title":"","display":"","copyAsset":false,"role":"manuscript-pdf","size":2011372,"visible":true,"origin":"","legend":"","description":"","filename":"manuscript.pdf","url":"https://assets-eu.researchsquare.com/files/rs-7637070/v1/48202e47-f46c-4db6-addc-c333d864b388.pdf"}],"financialInterests":"The authors declare no competing interests.","formattedTitle":"\u003cp\u003e\u003cstrong\u003eThe mediating role of workplace happiness between Big Five Personality traits and Intention to stay\u003c/strong\u003e\u003c/p\u003e","fulltext":[{"header":"1 Introduction","content":"\u003cp\u003eIn the contemporary corporate landscape, employee retention has emerged as a pivotal concern for organizations striving to maintain a competitive edge. Indian employees are sought after for their expertise and skill in technology all over the world. Organizational performance\u0026mdash;and even long-term viability\u0026mdash;can be adversely affected by employee turnover, which remains a key issue for many companies (Aamir et al., 2013).High turnover rates not only inflate recruitment and training costs but also disrupt organizational continuity and morale. The price organizations pay for replacement is hefty due to the expenses involved in recruitment, training and onboarding new employees Interestingly, despite these challenges, India's attrition rates have shown a decline, dropping to 16.9% in 2024, the lowest since 2020, possibly due to economic uncertainties and reduced hiring (​The Economic Times). However, as organizations anticipate increased hiring in the coming quarters, understanding the factors influencing retention becomes paramount. While external factors like compensation and job security play roles, intrinsic psychological variables, notably personality traits and workplace happiness, significantly influence an employee's decision to remain with an organization. The Big Five personality traits\u0026mdash;openness, conscientiousness, extraversion, agreeableness, and neuroticism have received considerable scholarly attention for their impact on employee performance and satisfaction and retention. However, personality alone doesn't fully account for variations in employee retention, suggesting the presence of mediating factors. Nowadays employees decide on their tenure in the organization with their experiences in the early stages. While there are a lot of factors that contribute to employee retention, workplace happiness seems to have taken the limelight in the recent scenario. Workplace happiness has garnered increasing attention as a potential mediator. Workplace happiness is the direct experience encountered by an employee with their employer (Mousa et al., \u003cspan citationid=\"CR44\" class=\"CitationRef\"\u003e2020\u003c/span\u003e) and also defined as a constructive emotional and cognitive state where employees feel happy, motivated, and valued (Fisher, \u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e2009\u003c/span\u003e), Singh and Aggarwal (\u003cspan citationid=\"CR60\" class=\"CitationRef\"\u003e2017\u003c/span\u003e) developed the Happiness at Work Scale, emphasizing the multidimensional nature of workplace happiness encompassing engagement, meaningful work, and interpersonal relationships. Workplace happiness influences various organizational outcomes, including productivity and retention. Recent statistics underscore the urgency of addressing workplace happiness. A 2024 findings show that 70% of the Indian workforce report being unhappy in their roles., with 54% actively seeking to quit, highlighting a significant challenge for employer (​Business Finance News India). Furthermore, the 202 4 Gallup report states, only 14% of the Indian workforce views themselves as professionally thriving. a staggering 86% are struggling or suffering, emphasizing the need for interventions targeting employee well-being (​The Economic Times). By analysing personality traits and retention behaviors, this study aims to determine how workplace happiness functions as a mediating variable. By employing SEM -model the research seeks to provide insights into how intrinsic personality factors influence retention outcomes through the lens of workplace happiness. Understanding this mediation can inform organizational strategies to enhance employee well-being and reduce turnover.\u003c/p\u003e\u003cp\u003eThe paper is structured as follows:\u003c/p\u003e\u003cp\u003eSection \u003cspan refid=\"Sec1\" class=\"InternalRef\"\u003e1\u003c/span\u003e presents a comprehensive review of relevant literature and theoretical underpinnings, outlines the conceptual model and research hypotheses.\u003c/p\u003e\u003cp\u003eSection \u003cspan refid=\"Sec9\" class=\"InternalRef\"\u003e2\u003c/span\u003e details the research methodology and sampling.\u003c/p\u003e\u003cp\u003eSection 3 highlights the scales used for the study and the analytical procedures.\u003c/p\u003e\u003cp\u003eSection \u003cspan refid=\"Sec16\" class=\"InternalRef\"\u003e4\u003c/span\u003e discusses the empirical findings and data interpretations.\u003c/p\u003e\u003cp\u003eSection \u003cspan refid=\"Sec21\" class=\"InternalRef\"\u003e5\u003c/span\u003e presents the theoretical contributions and practical implications for organizational leaders ,policymakers, the limitations and the directions for future study.\u003c/p\u003e\u003cp\u003eSection \u003cspan refid=\"Sec24\" class=\"InternalRef\"\u003e6\u003c/span\u003e concludes the study\u003c/p\u003e\u003cdiv id=\"Sec2\" class=\"Section2\"\u003e\u003ch2\u003e1.1 Literature review\u003c/h2\u003e\u003cdiv id=\"Sec3\" class=\"Section3\"\u003e\u003ch2\u003e1.1.1.Personality\u003c/h2\u003e\u003cp\u003eExtraversion, a core trait of the Big Five, relates to individuals\u0026rsquo; tendency to engage with others and build trust (Timmerman, 2006). It significantly influences workplace behavior by impacting both psychological and interpersonal dynamics. Individuals high in extraversion tend to exhibit strong motivation, a positive emotional outlook, and proactive engagement in their roles (Wilmot et al., \u003cspan citationid=\"CR70\" class=\"CitationRef\"\u003e2019\u003c/span\u003e).Extraversion is characterized by dominance, high activity levels, sensation seeking, and frequent expression of positive emotions (Barrick \u0026amp; Mount, \u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e1991\u003c/span\u003e; Costa \u0026amp; McCrae, 1992; Jeswani \u0026amp; Dave, \u003cspan citationid=\"CR33\" class=\"CitationRef\"\u003e2012\u003c/span\u003e).. Wilmot et al. (\u003cspan citationid=\"CR70\" class=\"CitationRef\"\u003e2019\u003c/span\u003e) found that traits like assertiveness and sensation seeking positively influence intention to stay and workplace happiness. Social integration is crucial for employee retention, as those who are socially distant are more likely to leave (O\u0026rsquo;Reilly et al., 1989). Furthermore, Mitchell et al. (2001) note that well-connected employees are more likely to be happy and committed. Given their generally upbeat outlook, extroverts are more inclined to stay with their organizations (Salgado, 2002). An individuals level of Agreeableness describes the extent to which a person is cooperative, compassionate, and competent of getting along with others (Jeswani and Dave, \u003cspan citationid=\"CR33\" class=\"CitationRef\"\u003e2012\u003c/span\u003e). Agreeable individuals display empathy, adaptability, and a willingness to maintain social harmony (Timmerman, 2006; Waheed et al., \u003cspan citationid=\"CR66\" class=\"CitationRef\"\u003e2017\u003c/span\u003e). They are often characterized by trustworthiness, kindness, and gentleness (Barrick and Mount, \u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e1991\u003c/span\u003e).This trait fosters emotional well-being, contributing to job satisfaction and stronger interpersonal relationships (Costa and McCrae, 1992). Lingl and Organ (1995) suggest that agreeable people connect easily with others and show integrity, while Hogan (1986) labels them as diplomatic and amiable. Agreeable individuals tend to suppress negative emotions and exhibit fewer intense negative reactions (Bresin and Robinson, 2014). Their adaptability and loyalty often result in lower withdrawal behaviours and higher OCB (Zimmerman, \u003cspan citationid=\"CR76\" class=\"CitationRef\"\u003e2008\u003c/span\u003e,Mount et al., 1998; D.Organ et al., 2006; Witt et al., \u003cspan citationid=\"CR71\" class=\"CitationRef\"\u003e2002\u003c/span\u003e). Conscientiousness stands out as the strongest and most consistent trait among the Big Five personality traits for employee retention, intention to stay, and Organizational Citizenship Behaviour (OCB). Previous studies confirms its universal applicability across diverse professions and workplace settings (Hogan \u0026amp; Ones, 1997). Mount (1993) further emphasizes that conscientious individuals exhibit traits such as accountability, determination, vigilance, and systematic behaviour. These individuals are efficient, well-organized, cautious, and meticulous. They strive to accomplish goals with diligence and are known to avoid conflicts or inconsistent behaviour (J.Hogan and Ones, 1997).Conscientious employees focus intensely on achieving tasks and demonstrate high levels of self-discipline and dependability (Podsakoff, 2000). Their clarity in planning and execution (Costa and McCrae, 1992) strengthens their organizational commitment and enhances their OCB, increasing the likelihood of long-term organizational retention. Emotional stability is pivotal to job satisfaction and psychological well-being. It encompasses traits such as resilience, optimism, autonomy, and the ability to remain composed under pressure (Organ, \u003cspan citationid=\"CR47\" class=\"CitationRef\"\u003e1994\u003c/span\u003e). Emotionally stable individuals are less likely to suffer from psychological distress and tend to show reduced levels of fear and anxiety. In contrast, individuals with low emotional stability\u0026mdash;classified as neurotic\u0026mdash;exhibit emotional instability and distraction (Digman, \u003cspan citationid=\"CR18\" class=\"CitationRef\"\u003e1990\u003c/span\u003e; Neuroticism is linked to negative emotions such as apprehension, susceptibility, and contempt (Jeswani \u0026amp; Dave, \u003cspan citationid=\"CR33\" class=\"CitationRef\"\u003e2012\u003c/span\u003e), causing individuals to perceive their work environment unfavorably (Burke et al., 1993; Watson et al., 1988). According to Aamir et al. (2013), neuroticism represents undesirable personality traits from an employer's perspective. Conversely, emotional stability is positively correlated with employee retention and the intention to stay (Eysenck \u0026amp; Eysenck, \u003cspan citationid=\"CR19\" class=\"CitationRef\"\u003e1963\u003c/span\u003e; Waheed et al., \u003cspan citationid=\"CR66\" class=\"CitationRef\"\u003e2017\u003c/span\u003e), while neurotic individuals tend to report lower job satisfaction and higher turnover intentions (Timmerman, 2006). Openness to experience represents a person's imaginative thinking, inventiveness, and readiness to engage with novel concepts and diverse experiences (Goldberg, \u003cspan citationid=\"CR22\" class=\"CitationRef\"\u003e1990\u003c/span\u003e). People with high openness are imaginative, sensitive, curious, and intellectually driven. They are open to others' perspectives and learn quickly (Waheed et al., \u003cspan citationid=\"CR66\" class=\"CitationRef\"\u003e2017\u003c/span\u003e). Aamir et al. (2013) highlight that openness facilitates the identification of individuals who are adaptable and trainable. Furthermore, this trait is associated with creativity and receptiveness to new ideas (Barrick \u0026amp; Mount, \u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e1991\u003c/span\u003e; Salgado, 2002; Zimmerman, \u003cspan citationid=\"CR76\" class=\"CitationRef\"\u003e2008\u003c/span\u003e).However, while it positively influences retention, openness can also lead to a higher turnover intention, as such individuals often seek variety and challenges (Maertz and Griffeth, 2004). Organizations may employ psychometric tests to assess the turnover risk associated with highly open individuals (D. Organ et al., 2006; Zimmerman, \u003cspan citationid=\"CR76\" class=\"CitationRef\"\u003e2008\u003c/span\u003e).\u003c/p\u003e\u003cp\u003e\u003cb\u003eH1:Personality traits significantly predict employee retention.\u003c/b\u003e\u003c/p\u003e\u003cp\u003e\u003cem\u003eH1a-Extroversion,H1b-Agreeableness,H1c-Conscientiousness,H1d-Neuroticism,H1e-Openness to experience.\u003c/em\u003e\u003c/p\u003e\u003cp\u003eThe Big Five personality dimensions\u0026mdash;especially conscientiousness and emotional stability\u0026mdash;have been shown to affect job-related attitudes and behaviours. Employees with favourable personality profiles are more likely to stay committed and perform consistently ( Kawalya et al., 2021). Personality traits, particularly those in the Big Five model, are foundational to workplace behaviour. Brebner (1998) showed that extraversion and emotional stability were positively associated with happiness and workplace adjustment. confirmed the structural relationship between personality and job happiness and career success. Baranski et al. (2022) extended this by linking personality traits with task focus and workplace happiness, emphasizing the contextual role of workstation types and work demands.\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec4\" class=\"Section3\"\u003e\u003ch2\u003e1.1.2 Workplace Happiness\u003c/h2\u003e\u003cp\u003eAccording to Mousa et al (\u003cspan citationid=\"CR44\" class=\"CitationRef\"\u003e2020\u003c/span\u003e) \u0026ldquo;Workplace happiness is identified as the direct experience employees encounter in their interactions with the organization, strongly influencing their engagement, productivity, and retention. Happiness in the workplace is another essential factor linked to employee retention. Studies have shown that when employees experience positive emotions and fulfilment in their roles, they are more likely to remain with the organization (Shelke and Shaikh, 2023; Selvi et al., 2023). Workplace happiness is a positive and fulfilling emotional state that employees experience when they find joy, meaning, and satisfaction in their work. It is more than just the absence of stress or dissatisfaction; it reflects a deep sense of purpose ,fulfilment, connection to one\u0026rsquo;s role and organization (Fisher, \u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e2009\u003c/span\u003e). This happiness is shaped by both personal attributes and the organizational environment. For instance, individuals with certain personality traits\u0026mdash;like extraversion and emotional stability\u0026mdash;are more likely to feel happy in their jobs and succeed in their careers (Barrick and Mount, \u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e1991\u003c/span\u003e; Hurtz and Donovan, \u003cspan citationid=\"CR31\" class=\"CitationRef\"\u003e2000\u003c/span\u003e; Brebner, 1998). Beyond personality, psychological strengths such as hope, optimism, and resilience\u0026mdash;often referred to as psychological capital\u0026mdash;play a vital role in nurturing happiness at work (Kun and Gadanecz, 2019; Kawalya et al., 2021). A supportive workplace environment also contributes significantly; inclusive leadership, a positive culture, and even the design of the physical workspace can all enhance how employees feel (Mousa, \u003cspan citationid=\"CR43\" class=\"CitationRef\"\u003e2020\u003c/span\u003e; Ramaswamy et al., 2022; Baranski et al., 2022). Happy employees are not only more likely to stay with an organization but also tend to be more innovative, helpful, and cooperative (Mousa et al., \u003cspan citationid=\"CR44\" class=\"CitationRef\"\u003e2020\u003c/span\u003e; Goel and Singh, 2023; Al-Shami et al., 2023; Selvi et al., 2023). Happiness at work fosters a sense of belonging, purpose, and engagement, which in turn increases employees\u0026rsquo; desire to stay (Lyubomirsky, King, and Diener, 2005). Furthermore, workplace happiness often serves as a bridge, linking leadership and engagement to other outcomes like resilience and innovation (Shelke and Shaikh, 2023; Tabche et al., 2022). To assess this construct reliably, researchers have used tools like the Oxford Happiness Questionnaire (Hills and Argyle, 2002) and culturally adapted scales (Acu\u0026ntilde;a-Hurtado et al., 2024). As workplaces continue to change, employee happiness becomes a key driver of well-being and business success.\u003c/p\u003e\u003cp\u003e\u003cb\u003eH2: Personality traits significantly predict workplace happiness.\u003c/b\u003e\u003c/p\u003e\u003cp\u003e\u003cem\u003eH2a-Extroversion,H2b-Agreeableness,H2c-Conscientiousness,H2d-Neuroticism,H2e-Openness to experience.\u003c/em\u003e\u003c/p\u003e\u003cp\u003ePersonality, particularly extraversion and openness, contributes to how individuals perceive and react to their work environment. Studies have demonstrated that individuals with positive personality traits experience higher levels of affective and cognitive happiness at work (Baranski et al., 2022) It was highlighted how different personality types influenced the happiness of university teachers, reinforcing the view that personality determines affective states at work. Kawalya et al. (2021) introduced the moderating effect of psychological capital, finding that self-driven personality traits had a more significant impact on happiness when combined with high resilience, hope, and self-efficacy. Workplace happiness is a multifaceted construct encompassing emotional satisfaction, cognitive engagement, and meaningful work. Fisher (\u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e2009\u003c/span\u003e) provided one of the foundational models of workplace happiness, identifying its relevance in promoting well-being and productivity\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec5\" class=\"Section3\"\u003e\u003ch2\u003e1.1.3 Intention to stay\u003c/h2\u003e\u003cp\u003eIntention to stay is an \u0026ldquo;employee\u0026rsquo;s attitude towards the organization\u0026rdquo;. According to Griffeth (2000) \u0026ldquo;positive attitude towards the organization significantly impacts the intention to stay or leave\u0026rdquo;. Intention to stay and employee retention has become critical focus areas for organizations aiming to maintain a stable and high-performing workforce. Intention to stay describes an employee's deliberate decision to remain with their existing organization for the foreseeable future. (Bellamkonda \u0026amp; Pattusamy, \u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e2022\u003c/span\u003e). This construct is influenced by several psychological and organizational factors including job satisfaction, work engagement, leadership style, organizational support, and personal values. Employees who are emotionally and cognitively engaged with their work are happy and tend to exhibit greater commitment to the organization (Bellamkonda \u0026amp; Pattusamy, \u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e2022\u003c/span\u003e). In sum, intention to stay and employee retention are dynamic and multi-dimensional constructs shaped by individual characteristics, interpersonal relationships, and organizational climate. Strategies to improve retention should, therefore, address both intrinsic motivators and external support systems to build a culture where employees feel valued, supported, and aligned with organizational goals.\u003c/p\u003e\u003cp\u003e\u003cb\u003eH3: Workplace happiness significantly predicts employee retention.\u003c/b\u003e\u003c/p\u003e\u003cp\u003eWorkplace happiness is a critical driver of job satisfaction, organizational citizenship behavior, and intention to stay. Employees who feel emotionally fulfilled and engaged are more likely to remain in their roles (Fisher, \u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e2009\u003c/span\u003e; Bellamkonda \u0026amp; Pattusamy, \u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e2022\u003c/span\u003e). Workplace happiness is widely acknowledged as a crucial factor influencing employee retention in different organizational settings. Employees who feel positive emotions at work tend to show greater commitment to their organizations, leading to improved retention rates and reduced turnover intentions (Fisher, \u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e2009\u003c/span\u003e). Happiness at work fosters a sense of belonging, purpose, and engagement, which in turn increases employees\u0026rsquo; desire to stay (Lyubomirsky, King, and Diener, 2005). Empirical studies support this relationship, showing that when employees perceive their workplace as fulfilling and emotionally supportive, their intention to leave decreases significantly (Salas-Vallina, Alegre, and Guerrero, 2018). Therefore, enhancing workplace happiness is not only a matter of well-being but also a strategic factor in retaining talent.\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec6\" class=\"Section3\"\u003e\u003ch2\u003e1.1.4 Workplace Happiness as Mediator\u003c/h2\u003e\u003cp\u003eSingh and Aggarwal (\u003cspan citationid=\"CR60\" class=\"CitationRef\"\u003e2017\u003c/span\u003e) offered a validated measure for workplace happiness in the Indian context, incorporating emotional and cognitive dimensions of job satisfaction. Salas-Vallina and Alegre (2018) argued that happiness in work settings, especially knowledge-intensive ones, drives innovation and sustained employee performance. Their work was expanded by Al-Shami et al. (2023), who found that workplace happiness not only promotes intention to stay but also enhances innovative work behaviour through its interplay with personality and work culture. Mousa (\u003cspan citationid=\"CR43\" class=\"CitationRef\"\u003e2020\u003c/span\u003e) emphasized the impact of gender diversity and inclusive organizational cultures on workplace happiness, noting that equitable work environments yield higher levels of satisfaction and emotional engagement. Goel and Singh (2023) added that organizational learning capabilities mediate the relationship between workplace happiness and OCB, indicating that happiness can indirectly boost retention through improved discretionary behaviour. Selvi and Madhav Kumar's 2023 research on hybrid and flexible work arrangements highlights the crucial role of happiness in keeping employees. Their findings indicate that simply offering flexibility isn't enough to reduce turnover; a supportive and positive work environment that fosters employee happiness is essential for these modern work models to be effective in retaining staff. Bellamkonda and Pattusamy (\u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e2022\u003c/span\u003e) showed that workplace happiness, alongside hope and work engagement, significantly boosts employees' intention to stay. Although several studies confirm the direct links between personality and happiness, and between happiness and retention, the mediating role of workplace happiness between personality and retention has not been extensively modelled. They emphasized that promoting happiness not only improves employee well-being but also makes the organization more attractive to current and potential employees. Hills and Argyle (2002) and Acu\u0026ntilde;a-Hurtado et al. (2024) provided reliable and validated instruments to measure happiness and employee experience across diverse professional and cultural contexts. Despite these developments, the triadic relationship among personality, workplace happiness, and retention remains under-researched. The present study addresses this gap by testing the mediating role of happiness using structural equation modelling in the Indian context.\u003c/p\u003e\u003cp\u003e\u003cb\u003eH4: Workplace happiness mediates the relationship between personality traits and employee retention.\u003c/b\u003e\u003c/p\u003e\u003cp\u003e\u003cem\u003eH4a-Extroversion,H4b-Agreeableness,H4c-Conscientiousness,H4d-Neuroticism,H4e-Openness to experience.\u003c/em\u003e\u003c/p\u003e\u003cp\u003eAlthough personality has a direct influence on retention, it also indirectly affects retention by shaping workplace happiness. Affective experiences at work serve as a conduit through which personality traits exert their influence on long-term organizational commitment (Selvi and Madhav Kumar, 2023; Goel and Singh, 2023).These hypotheses provide a structured framework for empirical analysis, aiming to elucidate the psychological mechanisms that link individual dispositions with workplace outcomes. Personality traits influence workplace behaviors and attitudes, which in turn affect employee retention. However, the mechanism through which these traits exert their influence can be better understood through the mediating role of workplace happiness. Research suggests that traits like extraversion, conscientiousness, and agreeableness are positively associated with happiness at work, which then enhances employees\u0026rsquo; attachment to their organization and reduces turnover intentions (Zelenski, Murphy, and Jenkins, \u003cspan citationid=\"CR75\" class=\"CitationRef\"\u003e2008\u003c/span\u003e). Happiness serves as an emotional pathway through which personality translates into organizational outcomes. For example, emotionally stable and open individuals tend to experience greater workplace satisfaction, which makes them more likely to remain with their employer (Wright and Cropanzano, \u003cspan citationid=\"CR74\" class=\"CitationRef\"\u003e2000\u003c/span\u003e). Thus, workplace happiness acts as a key psychological link mediating the personality-retention relationship.\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec7\" class=\"Section3\"\u003e\u003ch2\u003e1.1.5 Theoretical Implication\u003c/h2\u003e\u003cp\u003eThe Theory of Planned Behavior (TPB), proposed by Ajzen (1991), offers a comprehensive framework for understanding how personality and workplace happiness influence an individual\u0026rsquo;s intention to remain with an organization. TPB posits that behavioral intentions are shaped by three key factors: attitudes toward the behavior, subjective norms, and perceived behavioral control. Personality traits\u0026mdash;particularly those from the Big Five model, such as conscientiousness, emotional stability, and extraversion\u0026mdash;play a significant role in shaping these components by influencing how individuals develop attitudes, interpret social norms in the workplace, and assess their ability to stay in a job (Judge \u0026amp; Ilies, 2002). For example, conscientious individuals often exhibit stronger commitment to their organization, while those with high emotional stability tend to perceive fewer obstacles to remaining in their positions. Additionally, workplace happiness\u0026mdash;defined as a positive emotional state derived from one\u0026rsquo;s job and work environment (Fisher, \u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e2009\u003c/span\u003e)\u0026mdash;bolsters positive job attitudes and enhances perceived control over job-related decisions. When employees are happy and their personality traits align well with their roles, they are more likely to develop strong intentions to stay, in accordance with the core principles of TPB.\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec8\" class=\"Section3\"\u003e\u003ch2\u003e1.1.6 Objectives of the study\u003c/h2\u003e\u003cp\u003e\u003cul\u003e\u003cli\u003e\u003cp\u003eTo examine the extent to which personality traits influence employees\u0026rsquo; intentions to remain within an organization.\u003c/p\u003e\u003c/li\u003e\u003cli\u003e\u003cp\u003eTo analyze the association between workplace happiness and employees\u0026rsquo; intentions to stay.\u003c/p\u003e\u003c/li\u003e\u003cli\u003e\u003cp\u003eTo assess the mediating role of workplace happiness in the relationship between personality traits and employee retention decisions.\u003c/p\u003e\u003c/li\u003e\u003c/ul\u003e\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab1\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 1\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eRecent Literature\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"3\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003eAuthor\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eYear\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003eVariables used\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eTan\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e2024\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eEmotional Intelligence, RL\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eMoss\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e2023\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eFlexibility, belongingness, engagement\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eGelencs\u0026eacute;r et al.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e2023\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eRetention, workplace well being\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eGaan et al.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e2023\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eRL and remote engagement\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eJena and Nayak\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e2023\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eRetention, empowerment, job satisfaction\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eShelke and Shaikh\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e2023\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eWPH, engagement\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eTabche et al.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e2022\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eRL, OCB, Resilience\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eGaan and Shin\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e2022\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eRL and work performance\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eRamaswamy et al.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e2022\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eRL, workplace spirituality, OCB\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eBellamkonda and Pattusamy\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e2022\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eIntention to stay, WPH, engagement, hope\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eMousa et al.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e2020\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eGender, diversity, WPH, OCB\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eAli and Kashif\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e2020\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eRL, WPF, culture, OC\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eNesreen and Ismail\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e2019\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003espiritual and emotional wellness element, employee happiness and performance\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eMcKee and Massimilian\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e2006\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eRL, Mindfulness, hope and compassion\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003eDespite a substantial body of research on workplace happiness and employee retention, the role of personality\u0026mdash;particularly through the lens of the Big Five personality traits\u0026mdash;remains underexplored in models that concurrently address happiness and the intention to remain employed. There is a noticeable lack of integrative studies that assess both the direct and indirect effects of workplace happiness on retention, especially within fast-paced and highly competitive industries such as IT and IT-enabled services (ITES).This gap in the literature has led to the development of the conceptual model presented in Fig.\u0026nbsp;\u003cspan refid=\"Fig1\" class=\"InternalRef\"\u003e1\u003c/span\u003e, which provides a theoretical foundation for the current investigation. Although personality traits have been consistently linked to work-related attitudes and behaviors (Barrick and Mount, \u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e1991\u003c/span\u003e; Hurtz and Donovan, \u003cspan citationid=\"CR31\" class=\"CitationRef\"\u003e2000\u003c/span\u003e), their exclusion from models incorporating emotional and motivational variables highlights a critical shortcoming in existing retention frameworks. Previous research has acknowledged the influence of workplace happiness on retention, as well as the mediating effects of factors like employee engagement and organizational culture (Bellamkonda and Pattusamy, \u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e2022\u003c/span\u003e; Shelke and Shaikh, 2023); however, studies integrating personality traits alongside happiness and intention to stay remain limited. Considering that personality fundamentally shapes individuals\u0026rsquo; emotional experiences and behavioral tendencies at work (Hurtz and Donovan, \u003cspan citationid=\"CR31\" class=\"CitationRef\"\u003e2000\u003c/span\u003e), incorporating it into retention models alongside workplace happiness may offer a more comprehensive perspective on employee commitment and organizational longevity. The proposed conceptual model seeks to empirically test these interrelationships and substantiate the study\u0026rsquo;s hypotheses.\u003c/p\u003e\u003cp\u003e\u003c/p\u003e\u003c/div\u003e\u003c/div\u003e"},{"header":"2 Material and Methods","content":"\u003cdiv id=\"Sec10\" class=\"Section2\"\u003e\u003ch2\u003e2.1 Design and Procedure\u003c/h2\u003e\u003cp\u003eThis study adopted a cross-sectional research design to investigate the impact of Big Five personality traits on workplace happiness and their subsequent effect on employees\u0026rsquo; intention to stay, using Ajzen\u0026rsquo;s Theory of Planned Behaviour as a guiding framework. Data were collected over the course of one year through both online (email-based) and physical (in-person) surveys to ensure broader reach and improved response rates across IT and ITES organizations in South India. A structured questionnaire comprising validated self-report instruments was used to measure personality traits, workplace happiness, and intention to stay. Participants were selected using purposive sampling, targeting Gen Z professionals actively employed in the sector. Prior to participation, all respondents were informed about the purpose of the study and assured of confidentiality. Informed consent was obtained, and participation was entirely voluntary. Data collection procedures adhered to ethical research standards, and all responses were anonymized for analysis.\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec11\" class=\"Section2\"\u003e\u003ch2\u003e2.1 Sample\u003c/h2\u003e\u003cp\u003eThe study sample comprised 262 participants drawn from five IT and ITES organizations across four Indian states. These organizations were selected based on workforce size and the nature of their operations. Participants represented both front-end and back-end teams, including individuals working on-site and remotely. The data was collected using a purposive sampling method. Questionnaires were distributed to 400 employees, of which 262 responded, 2 responses were incomplete resulting in a response rate of 64.75%. Employees from roles such as Software Developer ,Data Analyst ,Technical Support Executive ,Business Analyst. Customer Service Representative These roles represent a balance between technical, analytical, and client-facing functions, aligning well with the diversity of personality traits explored in the study. The demographic characteristics are analysed in terms of gender, 54.6% of the participants identified as male (n\u0026thinsp;=\u0026thinsp;142), 43.8% as female (n\u0026thinsp;=\u0026thinsp;114), and 1.6% (n\u0026thinsp;=\u0026thinsp;4) preferred not to disclose their gender. Age-wise, the participants were distributed as follows: 31.5% (n\u0026thinsp;=\u0026thinsp;82) were aged 21\u0026ndash;25 years, 44.6% (n\u0026thinsp;=\u0026thinsp;116) were aged 26\u0026ndash;30 years, 17.7% (n\u0026thinsp;=\u0026thinsp;46) were between 31\u0026ndash;35 years, and 6.2% (n\u0026thinsp;=\u0026thinsp;16) were aged 36 and above .Regarding educational qualifications, the majority held a Bachelor\u0026rsquo;s degree (60.8%, n\u0026thinsp;=\u0026thinsp;158), followed by a Master\u0026rsquo;s degree (36.2%, n\u0026thinsp;=\u0026thinsp;94), with a small proportion holding professional certifications (2.3%, n\u0026thinsp;=\u0026thinsp;6) or other qualifications (0.8%, n\u0026thinsp;=\u0026thinsp;2).Participants also varied in terms of work experience: 12.3% (n\u0026thinsp;=\u0026thinsp;32) had less than one year, 36.2% (n\u0026thinsp;=\u0026thinsp;94) had 1\u0026ndash;3 years, 30.0% (n\u0026thinsp;=\u0026thinsp;78) had 4\u0026ndash;6 years, 15.4% (n\u0026thinsp;=\u0026thinsp;40) had 7\u0026ndash;10 years, and 6.1% (n\u0026thinsp;=\u0026thinsp;16) had more than 10 years of experience.\u003c/p\u003e\u003cp\u003ePersonality was measured using Goldberg's (1990) 50-item inventory, which demonstrated a Cronbach's α of 0.810, aligning with the findings of Ingram et al. (\u003cspan citationid=\"CR32\" class=\"CitationRef\"\u003e1991\u003c/span\u003e). Sample statements included, \"Am the life of the party,\" \"Have a vivid imagination,\" \"Sympathize with others' feelings,\" and \"Have frequent mood swings (R).\" Intention to stay, representing an employee's commitment to the organization, was assessed using the scale developed by Kyndt et al. (2009), Cronbach's (α\u0026thinsp;=\u0026thinsp;0.882). Sample questions include \u0026ldquo;I see a future for myself within the company, I love working for this company, within this company my work gives me satisfaction\u0026rdquo;. Workplace happiness (ɑ = 0.884) was measured through the Short measure questionnaire developed by Salas-Vallina and Alegre (2018) that included questions like \u0026ldquo;I am enthusiastic about my job\u0026rdquo;, \u0026ldquo;I would be very happy to spend the rest of my career with this organization\u0026rdquo;.\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec12\" class=\"Section2\"\u003e\u003ch2\u003e3.1 Data Analysis\u003c/h2\u003e\u003cdiv id=\"Sec13\" class=\"Section3\"\u003e\u003ch2\u003e3.1.1 Distribution of Respondents by Dominant Personality Trait\u003c/h2\u003e\u003cp\u003eThe frequency of five personality traits among participants displayed in Fig.\u0026nbsp;\u003cspan refid=\"Fig1\" class=\"InternalRef\"\u003e1\u003c/span\u003e, revealing that Conscientiousness is the most dominant trait with a frequency of 66, accounting for 25.4% of the sample. This is followed by Extraversion with 60 responses (23.1%) and Agreeableness with 52 responses (20.0%), indicating that a considerable number of participants are sociable, cooperative, and empathetic. Openness to Experience appears in 44 cases (16.9%), while Neuroticism is the least common, with 38 participants (14.6%), suggesting a smaller proportion of individuals exhibiting emotional instability or anxiety. These values reflect a participant group characterized primarily by responsibility, sociability, and emotional balance.\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec14\" class=\"Section3\"\u003e\u003ch2\u003e3.1.2 Distribution of workplace happiness by dominant personality trait\u003c/h2\u003e\u003cp\u003eEmployees with extraversion and conscientiousness report the highest workplace happiness. As shown in Fig.\u0026nbsp;\u003cspan refid=\"Fig2\" class=\"InternalRef\"\u003e3\u003c/span\u003e employees with Neuroticism show the lowest happiness levels, aligning with prior literature suggesting negative affectivity reduces perceived well-being.\u003c/p\u003e\u003cp\u003e\u003c/p\u003e\u003cp\u003eAgreeableness and openness are also positively linked to workplace happiness, but to a slightly lesser extent. Individuals scoring high in Extraversion, Agreeableness, and Conscientiousness showed a notably higher percentage of reporting high workplace happiness as shown in Table \u003cspan refid=\"Tab2\" class=\"InternalRef\"\u003e3\u003c/span\u003e and Fig.\u0026nbsp;\u003cspan refid=\"Fig2\" class=\"InternalRef\"\u003e3\u003c/span\u003e (90.0%, 84.6%, and 87.9% respectively). In contrast, only half of those scoring high in Neuroticism reported high workplace happiness (50.0%), while those high in Openness to Experience showed a substantial but slightly lower association (79.5%). This suggests a strong positive relationship between Extraversion, Agreeableness, and Conscientiousness with workplace happiness, and a negative association with Neuroticism\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab2\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 3\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eWorkplace Happiness by Dominant Personality Trait\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"4\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003ePersonality Trait\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eTotal in Trait Group\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003eNumber Reporting High Workplace Happiness (n)\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c4\"\u003e\u003cp\u003ePercentage (%)\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eExtraversion\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e60\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e54\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e90.0\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eAgreeableness\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e52\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e44\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e84.6\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eConscientiousness\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e66\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e58\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e87.9\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eNeuroticism\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e38\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e19\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e50.0\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eOpenness to Experience\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e44\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e35\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e79.5\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec15\" class=\"Section3\"\u003e\u003ch2\u003e3.1.3 Intention to Stay by Dominant Personality Trait\u003c/h2\u003e\u003cp\u003e\u003c/p\u003e\u003cp\u003eIndividuals high in Conscientiousness showed the highest percentage reporting ITS (89.40%), followed closely by Agreeableness (86.50%) and Extraversion (85.00%) as shown in Fig.\u0026nbsp;4.\u003c/p\u003e\u003cp\u003eThose high in Openness to Experience also showed a considerable percentage reporting ITS (75.00%). In contrast, individuals high in Neuroticism had a substantially lower percentage reporting ITS (44.70%), suggesting a negative association between this personality trait and the reporting of ITS as shown in Table \u003cspan refid=\"Tab3\" class=\"InternalRef\"\u003e4\u003c/span\u003e.\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab3\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 4\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eIntention to Stay by Dominant Personality Trait\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"4\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003ePersonality Trait\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eTotal in Trait Group\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003eNumber Reporting ITS\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c4\"\u003e\u003cp\u003ePercentage\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eExtraversion\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e60\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e51\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e85.00%\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eAgreeableness\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e52\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e45\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e86.50%\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eConscientiousness\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e66\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e59\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e89.40%\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eNeuroticism\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e38\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e17\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e44.70%\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eOpenness to Experience\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e44\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e33\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e75.00%\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003c/div\u003e\u003c/div\u003e"},{"header":"4 Results","content":"\u003cdiv id=\"Sec17\" class=\"Section2\"\u003e\u003ch2\u003e4.1 Confirmatory Factor Analysis\u003c/h2\u003e\u003cp\u003eThe confirmatory factor analysis (CFA) as shown in Table \u003cspan refid=\"Tab4\" class=\"InternalRef\"\u003e6\u003c/span\u003e provides strong support for the measurement model, with most factor loadings exceeding the acceptable threshold of 0.60, indicating solid convergent validity (Hair et al., \u003cspan citationid=\"CR24\" class=\"CitationRef\"\u003e2010\u003c/span\u003e). The Intention to Stay (ITS) construct demonstrates good internal consistency, with ten out of eleven items loading above 0.617. However, ITS11 shows a low standardized loading of 0.291, suggesting it is a weak indicator and potentially undermines the construct's validity. The results are consistent with research by Tett and Meyer (1993), who emphasized the importance of excluding poorly performing items to maintain scale reliability in measuring employee retention intentions. Convergent and divergent validity were assessed to determine the consistency of the selected scales (Carmines \u0026amp; Zeller, 1979). All three constructs demonstrated composite reliability values exceeding 0.7, indicating strong internal consistency (Hair et al., \u003cspan citationid=\"CR24\" class=\"CitationRef\"\u003e2010\u003c/span\u003e). Furthermore, the discriminant validity values were greater than 0.5, confirming that the independency of constructs.\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab4\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 6\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eConfirmatory Factor Analysis\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"7\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c7\" colnum=\"7\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003eFactor\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eIndicator\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003eEstimate\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c4\"\u003e\u003cp\u003eSE\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c5\"\u003e\u003cp\u003eZ\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c6\"\u003e\u003cp\u003ep\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c7\"\u003e\u003cp\u003eStand. Estimate\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"10\" rowspan=\"11\"\u003e\u003cp\u003e\u003cb\u003eITS\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eITS1\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.492\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0401\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e12.26\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.688\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eITS2\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.537\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0420\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e12.78\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.709\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eITS3\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.461\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0432\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e10.67\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.617\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eITS4\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.616\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0418\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e14.76\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.785\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eITS5\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.566\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0441\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e12.84\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.712\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eITS6\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.482\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0406\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e11.86\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.671\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eITS7\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.513\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0386\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e13.30\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.730\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eITS8\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.583\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0464\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e12.57\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.700\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eITS9\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.518\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0451\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e11.49\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.654\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eITS10\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.470\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0393\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e11.94\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.674\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eITS11\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.185\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0404\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e4.58\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.291\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"8\" rowspan=\"9\"\u003e\u003cp\u003e\u003cb\u003eWPH\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eWPH1\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.568\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0375\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e15.13\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.795\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eWPH2\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.481\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0359\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e13.40\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.729\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eWPH3\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.568\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0363\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e15.68\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.812\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eWPH4\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.493\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0421\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e11.70\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.659\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eWPH5\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.517\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0421\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e12.27\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.682\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eWPH6\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.404\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0385\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e10.49\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.604\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eWPH7\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.333\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0417\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e7.98\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.486\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eWPH8\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.445\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0433\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e10.28\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.597\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eWPH9\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.494\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0463\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e10.65\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.618\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"9\" rowspan=\"10\"\u003e\u003cp\u003e\u003cb\u003eTE\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eE1\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.328\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0458\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e7.16\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.442\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eE2\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.316\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0447\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e7.08\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.436\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eE3\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.443\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0383\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e11.56\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.650\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eE4\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.526\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0450\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e11.69\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.658\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eE5\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.448\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0401\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e11.16\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.633\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eE6\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.333\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0379\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e8.78\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.520\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eE7\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.492\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0410\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e11.98\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.669\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eE8\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.383\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0360\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e10.63\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.610\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eE9\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.471\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0369\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e12.76\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.705\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eE10\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.545\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0438\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e12.44\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.692\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"9\" rowspan=\"10\"\u003e\u003cp\u003e\u003cb\u003eTA\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eA1\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.592\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0439\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e13.48\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.731\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eA2\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.512\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0472\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e10.84\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.618\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eA3\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.560\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0423\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e13.23\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.720\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eA4\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.537\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0429\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e12.52\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.692\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eA5\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.564\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0414\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e13.63\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.736\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eA6\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.565\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0408\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e13.84\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.745\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eA7\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.657\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0429\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e15.32\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.798\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eA8\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.562\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0425\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e13.22\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.720\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eA9\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.357\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0395\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e9.04\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.535\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eA10\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.336\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0429\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e7.83\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.470\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"9\" rowspan=\"10\"\u003e\u003cp\u003e\u003cb\u003eTC\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eC1\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.414\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0405\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e10.25\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.593\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eC2\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.472\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0456\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e10.36\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.596\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eC3\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.469\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0480\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e9.77\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.571\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eC4\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.324\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0437\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e7.41\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.451\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eC5\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.397\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0376\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e10.56\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.603\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eC6\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.527\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0388\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e13.57\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.736\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eC7\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.589\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0381\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e15.43\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.801\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eC8\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.529\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0410\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e12.92\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.705\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eC9\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.535\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0427\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e12.51\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.691\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eC10\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.461\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0391\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e11.77\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.657\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"9\" rowspan=\"10\"\u003e\u003cp\u003e\u003cb\u003eTN\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eN1\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.452\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0380\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e11.88\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.675\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eN2\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.405\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0416\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e9.73\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.576\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eN3\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.461\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0432\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e10.66\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.621\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eN4\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.420\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0400\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e10.50\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.612\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eN5\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.488\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0349\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e13.98\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.761\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eN6\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.474\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0341\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e13.88\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.756\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eN7\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.409\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0384\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e10.66\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.620\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eN8\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.522\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0440\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e11.88\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.675\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eN9\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.463\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0394\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e11.74\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.669\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eN10\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.546\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0442\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e12.36\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.696\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"9\" rowspan=\"10\"\u003e\u003cp\u003e\u003cb\u003eTO\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eO1\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.565\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0446\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e12.69\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.705\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eO2\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.379\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0372\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e10.20\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.595\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eO3\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.547\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0396\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e13.80\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.749\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eO4\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.519\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0400\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e12.98\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.716\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eO5\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.417\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0335\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e12.42\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.693\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eO6\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.447\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0417\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e10.71\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.618\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eO7\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.475\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0338\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e14.07\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.759\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eO8\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.400\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0374\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e10.70\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.618\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eO9\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.477\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0392\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e12.17\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.683\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eO10\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.581\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.0371\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e15.66\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;.001\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.816\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003eRemoving or rewording this item would improve the construct\u0026rsquo;s reliability and average variance extracted (AVE).The Workplace Happiness (WPH) construct shows excellent construct validity, with loadings ranging from 0.486 to 0.812. High loading values, particularly for WPH1 to WPH5, are aligned with previous studies that used multi-dimensional models of workplace happiness, incorporating aspects like engagement, satisfaction, and emotional well-being (Fisher, 2010; Salas-Vallina and Alegre, 2018). Similarly, the Emotional Experience (TE) dimension presents acceptable loadings between 0.436 and 0.705. Although E1 and E2 exhibit relatively lower loadings, they are still within acceptable bounds and consistent with studies that found emotional experience measures to be more variable due to their subjective and situational nature (Russell, 2003). This supports the inclusion of emotional experience as a valid subdimension contributing to the holistic understanding of workplace well-being. The personality dimensions based on the Big Five Model\u003cb\u003e\u0026mdash;\u003c/b\u003eAgreeableness, Conscientiousness, Neuroticism, and Openness to Experience\u0026mdash;also demonstrate strong validity. High loading values, particularly for TC7 (0.801\u003cb\u003e)\u003c/b\u003e and TO10 (0.816), support prior findings that Big Five traits can be reliably measured and are significant predictors of workplace outcomes such as happiness and retention (Barrick and Mount, \u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e1991\u003c/span\u003e; Judge and Ilies, 2002). Some items, like A9, A10, and C4, had relatively lower loadings but still contributed meaningfully to their respective constructs. These results validate the theoretical assumption that personality traits influence emotional states and behavioural intentions at work, further justifying their role in the proposed model linking personality, workplace happiness, and intention to stay.\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec18\" class=\"Section2\"\u003e\u003ch2\u003e\u003cb\u003e4.3 Reliability and Validity\u003c/b\u003e\u003c/h2\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab5\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 7\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eReliability and validity analysis\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"10\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c7\" colnum=\"7\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c8\" colnum=\"8\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c9\" colnum=\"9\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c10\" colnum=\"10\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003eConstruct\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eCR\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003eAVE\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c4\"\u003e\u003cp\u003eEX\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c5\"\u003e\u003cp\u003eAG\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c6\"\u003e\u003cp\u003eCO\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c7\"\u003e\u003cp\u003eNE\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c8\"\u003e\u003cp\u003eOP\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c9\"\u003e\u003cp\u003eITS\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c10\"\u003e\u003cp\u003eWPH\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eExtraversion (EX)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.860\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.510\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c9\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c10\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eAgreeableness (AG)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.895\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.569\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.728\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c9\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c10\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eConscientiousness (CO)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.828\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.653\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.734\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e0.915\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c9\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c10\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eNeuroticism (NE)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.810\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.580\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.669\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e0.724\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e\u003cp\u003e0.682\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c9\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c10\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eOpenness (OP)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.902\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.603\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.642\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e0.648\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e\u003cp\u003e0.824\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.574\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c9\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c10\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eIntention to Stay (ITS)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.882\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.515\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.712\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e0.628\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e\u003cp\u003e0.683\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.566\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c8\"\u003e\u003cp\u003e0.587\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c9\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c10\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eWorkplace Happiness (WPH)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.884\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.538\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.851\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e0.676\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e\u003cp\u003e0.702\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.553\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c8\"\u003e\u003cp\u003e0.567\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c9\"\u003e\u003cp\u003e0.818\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c10\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003eThe Big Five personality traits\u0026mdash;Extraversion, Agreeableness, Conscientiousness, Neuroticism, and Openness\u0026mdash;significantly influence workplace outcomes such as Workplace Happiness (WPH) and Intention to Stay (ITS). In the presented data, Agreeableness and Conscientiousness show strong positive correlations with both WPH (0.851 and 0.702, respectively) and ITS (0.712 and 0.628), suggesting that individuals who are cooperative and dependable tend have increased levels of workplace happiness and more committed to staying with their organization. These findings are consistent with prior research showing that conscientiousness is the most robust predictor of job performance and satisfaction across occupations (Barrick \u0026amp; Mount, \u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e1991\u003c/span\u003e; Tett et al., 1991). Agreeableness is also linked to interpersonal harmony, which fosters positive workplace experiences (Judge et al., 2002). Interestingly, Neuroticism in this dataset shows moderate positive correlations with WPH (0.676) and ITS (0.683), deviating from most literature where it typically predicts negative affect and lower job satisfaction (Judge et al., 2002; Diener et al., 2003). This variation may reflect contextual or cultural moderators affecting these relationships. Workplace Happiness is a critical psychological factor reflecting employees' emotional and cognitive evaluations of their job and environment (Warr, 2007). Its strong correlation with Intention to Stay (0.818) in this data suggests that happier employees are significantly more likely to remain in their positions, consistent with affective commitment theory (Maertz \u0026amp; Campion, 2004). Organizational resources such as supportive culture, autonomy, and job fit have been shown to enhance engagement and happiness, which in turn influence retention (Schaufeli \u0026amp; Bakker, 2004; Podsakoff et al., 2007). The psychometric robustness of the constructs in this model\u0026mdash;Composite Reliability (CR\u0026thinsp;\u0026gt;\u0026thinsp;0.86) and Average Variance Extracted (AVE\u0026thinsp;\u0026gt;\u0026thinsp;0.50)\u0026mdash;meets standard validation thresholds (Fornell \u0026amp; Larcker, 1981), reinforcing the reliability of these conclusions. These findings emphasize the importance of understanding individual personality traits and emotional well-being in human resource management to enhance both employee satisfaction and organizational retention.\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec19\" class=\"Section2\"\u003e\u003ch2\u003e4.2 Structural Equation Model\u003c/h2\u003e\u003cp\u003eThe model's overall fit was assessed using multiple fit indices, including the Standardized Root Mean Square Residual (SRMR) and the Root Mean Square Error of Approximation (RMSEA). The SRMR value was 0.076, which falls within the generally acceptable threshold of \u0026lt;\u0026thinsp;0.08, indicating that the model's predicted correlations are closely aligned with the observed data. This suggests a reasonable level of fit between the proposed theoretical structure and the actual data collected. The RMSEA value was 0.053, which is considered a good fit as it falls below the conservative benchmark of \u0026lt;\u0026thinsp;0.06. Additionally, the 95% confidence interval for the RMSEA ranged from 0.050 to 0.055, further confirming that the estimate is precise and stable within a desirable range. These values collectively reinforce the notion that the model adequately captures the relationships among the constructs. The associated RMSEA p-value was 0.056, which is slightly above the conventional 0.05 threshold. While not strongly significant, this value still supports model adequacy, especially when considered alongside the strong SRMR and tight confidence interval for RMSEA.\u003c/p\u003e\u003cp\u003e\u003c/p\u003e\u003cp\u003eThe model's overall fit was assessed using multiple fit indices, including the Standardized Root Mean Square Residual (SRMR) and the Root Mean Square Error of Approximation (RMSEA). The SRMR value was 0.076, which falls within the generally acceptable threshold of \u0026lt;\u0026thinsp;0.08, indicating that the model's predicted correlations are closely aligned with the observed data. This suggests a reasonable level of fit between the proposed theoretical structure and the actual data collected. The RMSEA value was 0.053, which is considered a good fit as it falls below the conservative benchmark of \u0026lt;\u0026thinsp;0.06. Additionally, the 95% confidence interval for the RMSEA ranged from 0.050 to 0.055, further confirming that the estimate is precise and stable within a desirable range. These values collectively reinforce the notion that the model adequately captures the relationships among the constructs. The associated RMSEA p-value was 0.056, which is slightly above the conventional 0.05 threshold. While not strongly significant, this value still supports model adequacy, especially when considered alongside the strong SRMR and tight confidence interval for RMSEA. Overall, the combination of these fit indices indicates that the proposed structural model is statistically sound and can be confidently interpreted for theoretical and practical implications. Understanding how personality shapes workplace happiness is central to improving employee retention. Workplace Happiness, in turn, emerged as a key driver of whether employees want to stay. The relationship between Happiness and Intention to Stay was both strong and significant (β\u0026thinsp;=\u0026thinsp;0.862), underscoring how critical emotional satisfaction is in shaping long-term commitment. Essentially, when employees feel good about their work, supported by both their environment and their own personality strengths, they\u0026rsquo;re more likely to remain with the organization. The model also showed that some personality traits had a direct impact on Intention to Stay\u0026mdash;Extraversion (β\u0026thinsp;=\u0026thinsp;0.748) and Conscientiousness (β\u0026thinsp;=\u0026thinsp;0.716) again stood out, meaning that even apart from how happy these individuals feel, their personality alone makes them more likely to commit to their workplace. The structural equation model as shown in Fig.\u0026nbsp;\u003cspan refid=\"Fig3\" class=\"InternalRef\"\u003e2\u003c/span\u003e revealed that Extraversion (β\u0026thinsp;=\u0026thinsp;0.748), Conscientiousness (β\u0026thinsp;=\u0026thinsp;0.716), Agreeableness (β\u0026thinsp;=\u0026thinsp;0.410), and Openness (β\u0026thinsp;=\u0026thinsp;0.258) positively predicted Workplace Happiness (HAP), while Neuroticism had a significant negative effect (β = -0.327), all at \u003cem\u003ep\u003c/em\u003e\u0026thinsp;\u0026lt;\u0026thinsp;.001. Workplace Happiness also showed a strong positive influence on Intention to Stay (TNT) (β\u0026thinsp;=\u0026thinsp;0.798, \u003cem\u003ep\u003c/em\u003e\u0026thinsp;\u0026lt;\u0026thinsp;.001), fully mediating the relationship between personality traits and retention. The model fit indices indicated a good fit: CFI\u0026thinsp;=\u0026thinsp;0.972, TLI\u0026thinsp;=\u0026thinsp;0.964, and RMSEA\u0026thinsp;=\u0026thinsp;0.041, all within recommended thresholds, supporting the adequacy and strength of the model Traits like Openness and Agreeableness, while still influential, mostly shaped retention through their positive effect on happiness, rather than through direct pathways.\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec20\" class=\"Section2\"\u003e\u003ch2\u003e4.3 Hypotheses Testing\u003c/h2\u003e\u003cp\u003eThe following table summarizes the hypotheses tested in the study, along with the outcomes and key interpretations: These results reinforce the theoretical proposition that personality traits influence affective states at work, which in turn shape behavioural outcomes such as employee intention to stay.\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab6\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 8\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eHypothesis Results\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"4\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003eHypothesis\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eDescription\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003eSupported\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c4\"\u003e\u003cp\u003eKey Interpretation\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eH1a\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eExtraversion significantly predicts employee retention.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eYes\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eHigher extraversion levels are associated with stronger intentions to stay among employees.\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eH1b\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eAgreeableness significantly predicts employee retention.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eYes\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eAgreeable individuals are more committed and likely to stay with the organization.\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eH1c\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eConscientiousness significantly predicts employee retention.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eYes\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eConscientious employees demonstrate strong organizational loyalty and intention to remain.\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eH1d\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eNeuroticism significantly predicts employee retention.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eNo\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eHigher neuroticism does not contribute positively to retention; in some cases, it may negatively impact intention to stay.\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eH1e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eOpenness to experience significantly predicts employee retention.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eNo\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eOpenness does not show a significant direct influence on employee retention in this context.\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eH2\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003ePersonality traits significantly predict workplace happiness.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eYes\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eTraits such as extraversion, agreeableness, and conscientiousness positively affect workplace happiness.\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eH2a\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eExtraversion significantly predicts workplace happiness.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eYes\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eExtroverted employees report higher levels of workplace happiness.\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eH2b\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eAgreeableness significantly predicts workplace happiness.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eYes\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eAgreeable individuals tend to experience greater harmony and satisfaction at work.\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eH2c\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eConscientiousness significantly predicts workplace happiness.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eYes\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eConscientious employees derive happiness from fulfilling duties effectively.\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eH2d\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eNeuroticism significantly predicts workplace happiness.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eNo\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eNeuroticism is negatively related to happiness and shows no positive prediction.\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eH2e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eOpenness to experience significantly predicts workplace happiness.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eNo\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eOpenness does not significantly predict happiness in the workplace context.\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eH3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eWorkplace happiness significantly predicts employee retention.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eYes\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eEmployees with greater workplace happiness are more likely to continue in the organization.\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eH4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eWorkplace happiness mediates the relationship between personality traits and employee retention.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eYes\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eWorkplace happiness serves as a mediator between select personality traits and employee retention.\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eH4a\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eWorkplace happiness mediates the relationship between extraversion and employee retention.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eYes\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eHappiness partially mediates the positive link between extraversion and retention.\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eH4b\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eWorkplace happiness mediates the relationship between agreeableness and employee retention.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eYes\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eHappiness significantly mediates the relationship between agreeableness and retention.\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eH4c\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eWorkplace happiness mediates the relationship between conscientiousness and employee retention.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eYes\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eConscientious individuals experience higher happiness, enhancing their likelihood to stay.\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eH4d\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eWorkplace happiness mediates the relationship between neuroticism and employee retention.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eNo\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eThe mediation effect is not significant for neuroticism, given its negative impact on happiness.\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eH4e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eWorkplace happiness mediates the relationship between openness to experience and employee retention.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eYes\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eHappiness mediates the indirect effect of openness on retention, despite no direct link.\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003eThe study formulated four main hypotheses to explore the interrelationships as shown in Table \u003cspan refid=\"Tab6\" class=\"InternalRef\"\u003e8\u003c/span\u003e among personality traits, workplace happiness, and intention to stay. Hypothesis testing was conducted using structural equation modelling (SEM), which provided both direct and indirect pathway analyses. The results confirmed that personality traits significantly influence both workplace happiness and intention to stay, with workplace happiness serving as a meaningful mediator.\u003c/p\u003e\u003c/div\u003e"},{"header":"5 Discussion","content":"\u003cdiv id=\"Sec22\" class=\"Section2\"\u003e\u003ch2\u003e5.1 Theoretical and Practical Implication\u003c/h2\u003e\u003cp\u003eThe study advances the Theory of Planned Behavior (TPB) by integrating personality traits\u0026mdash;specifically extraversion and conscientiousness\u0026mdash;as antecedents to the intention to stay, with workplace happiness serving as a mediating variable. This extension aligns with Ajzen's (1991) assertion that TPB can be adapted to include additional predictors relevant to specific behaviors .Studies have demonstrated that personality traits significantly influence job satisfaction and organizational commitment. For instance, Arora and Rangnekar (\u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e2016\u003c/span\u003e) found that extraversion and conscientiousness positively correlate with career commitment dimensions among Indian professionals. Similarly, Kang et al. (\u003cspan citationid=\"CR35\" class=\"CitationRef\"\u003e2023\u003c/span\u003e) reported that these traits are associated with higher levels of workplace happiness and engagement .Furthermore, the relationship between personality traits and job satisfaction has been explored in various cultural contexts. A study by Golparvar (\u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e2015\u003c/span\u003e) highlighted that the Big Five personality traits significantly predict job happiness and career success among employees in Iran. These findings suggest that integrating personality traits into TPB provides a more comprehensive understanding of employee retention behaviors across different cultural settings.\u003c/p\u003e\u003cp\u003eFrom a practical standpoint, your findings underscore the importance of considering personality traits in recruitment and employee development processes. Organizations can utilize personality assessments to identify candidates with high levels of extraversion and conscientiousness, traits linked to increased workplace happiness and retention intentions. Implementing interventions that promote employee well-being can further enhance retention. The Global Workplace Report 2024 emphasizes that organizations focusing on employee happiness experience lower turnover and higher productivity. Additionally, prioritizing employee well-being has been linked to improved financial performance. A study by the Wellbeing Research Centre found that a one-point increase in average employee happiness scores correlates with a 1 to 1.2 percentage point increase in return on assets .Moreover, fostering a positive organizational culture that supports employee well-being can lead to increased engagement and loyalty. According to a report by BHSF (\u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e2024\u003c/span\u003e), 90% of employers place employee well-being at the core of their recruitment and retention strategies, recognizing its impact on attracting and retaining top talent .In conclusion, integrating personality assessments into HR practices and implementing well-being initiatives can enhance employee satisfaction, reduce turnover, and improve organizational performance.\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec23\" class=\"Section2\"\u003e\u003ch2\u003e5.2 Limitation and future direction\u003c/h2\u003e\u003cp\u003eThis study presents meaningful contributions, yet the short comings of the study must be acknowledged.The cross-sectional design limits the capability of the data to infer causality, making it difficult to determine whether personality traits lead to happiness and retention or vice versa (Spector, \u003cspan citationid=\"CR61\" class=\"CitationRef\"\u003e2019\u003c/span\u003e). Second, the use of self-reported measures introduces the potential for common method variance (CMV) and social desirability bias, especially given the subjectivity of constructs like happiness and personality (Podsakoff et al., \u003cspan citationid=\"CR50\" class=\"CitationRef\"\u003e2003\u003c/span\u003e). Although Harman\u0026rsquo;s single-factor test was used, it may not fully eliminate CMV concerns. Third, high correlations observed between extraversion and happiness (r\u0026thinsp;=\u0026thinsp;0.884) and between agreeableness and conscientiousness (r\u0026thinsp;=\u0026thinsp;0.846) raise concerns of construct overlap and discriminant validity, indicating the need to examine the measurement model more critically (Ashton \u0026amp; Lee, \u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e2007\u003c/span\u003e). Fourth, the demographic concentration in the Indian IT and ITES sector limits generalizability to other industries and cultural contexts (Hofstede, \u003cspan citationid=\"CR28\" class=\"CitationRef\"\u003e2001\u003c/span\u003e). Fifth, other potentially influential organizational variables\u0026mdash;such as leadership style, job design, and organizational culture\u0026mdash;were not included in the model, which might have further enriched the explanatory power of the framework (Luthans et al., \u003cspan citationid=\"CR39\" class=\"CitationRef\"\u003e2007\u003c/span\u003e). Finally, though the study included employees working remotely and on-site, it did not specifically analyze how remote or hybrid work environments might moderate the relationships examined. Future research should consider longitudinal designs to investigate how workplace happiness and the intention to stay develop over time and adapt to organizational changes, allowing for stronger causal interpretations (Spector, \u003cspan citationid=\"CR61\" class=\"CitationRef\"\u003e2019\u003c/span\u003e). Utilizing multi-source data, such as peer and supervisor ratings, would mitigate the self-report bias and improve data reliability (Podsakoff et al., \u003cspan citationid=\"CR50\" class=\"CitationRef\"\u003e2003\u003c/span\u003e). To address issues of construct redundancy, researchers could adopt broader models like HEXACO, which provide refined dimensions of personality (Ashton \u0026amp; Lee, \u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e2007\u003c/span\u003e). Comparative studies across cultural settings could also reveal how national values, such as collectivism or individualism, influence the interplay between personality, emotional well-being, and retention (Hofstede, \u003cspan citationid=\"CR28\" class=\"CitationRef\"\u003e2001\u003c/span\u003e). Future models could incorporate moderators such as psychological capital, job autonomy, and work engagement to enhance the explanatory power and account for organizational dynamics (Luthans et al., \u003cspan citationid=\"CR39\" class=\"CitationRef\"\u003e2007\u003c/span\u003e). Additionally, applying multilevel modelling would allow researchers to explore how team or organizational-level factors influence individual outcomes. Lastly, as remote and hybrid work becomes more prevalent, exploring how these contexts shape employee happiness and commitment\u0026mdash;possibly through mixed-method approaches\u0026mdash;will provide practical insights for modern work environments.\u003c/p\u003e\u003c/div\u003e"},{"header":"6 Conclusion","content":"\u003cp\u003eThis study contributes to the expanding literature on organizational behaviour by affirming the mediating role of workplace happiness in the relationship between personality traits and the intention to stay. The research underscores how intrinsic personality factors can significantly shape emotional experiences at work, which in turn influence employee retention. The findings emphasize the interplay between individual dispositions and workplace affect, highlighting workplace happiness as a critical psychological conduit through which personality exerts its impact. From a practical standpoint, the study advocates for the integration of well-being strategies into organizational culture. Encouraging environments that support emotional fulfilment, alongside strategic use of personality assessments in recruitment and development, can enhance both engagement and retention. In today\u0026rsquo;s dynamic work landscape, addressing the emotional and dispositional needs of employees is not just a matter of job satisfaction but a strategic imperative for long-term organizational success. These insights provide valuable direction for future workplace practices and human capital strategies.\u003c/p\u003e"},{"header":"Declarations","content":"\u003cp\u003e\u003ch2\u003eEthical Statement\u003c/h2\u003e\u003cp\u003eThe studies involving humans were approved by the Institutional Ethics Committee for studies on Human subjects (IECH). The studies were conducted in accordance with the local legislation and institutional requirements. The participants provided their written informed consent to participate in this study. The participants consented to participate in this study and filled the g-forms and physical questionnaire so written consent was obtained.\u003c/p\u003e\u003c/p\u003e\u003cp\u003e\u003ch2\u003eConflict of interest\u003c/h2\u003e\u003cp\u003eThe authors declare that the research was conducted in the absence of any commercial or financial relationships that could be construed as a potential conflict of interest.\u003c/p\u003e\u003c/p\u003e\u003ch2\u003eFunding\u003c/h2\u003e\u003cp\u003eThe author(s) declare that no financial support was received for the research, authorship, and/or publication of this article.\u003c/p\u003e\u003ch2\u003eAcknowledgement\u003c/h2\u003e\u003cp\u003eThe authors would like to express their sincere gratitude to our Institution for providing the necessary resources and support to carry out this research. We also acknowledge the assistance of all participants and colleagues who contributed directly or indirectly to the successful completion of this work.\u003c/p\u003e\u003ch2\u003eData availability statement\u003c/h2\u003e\u003cp\u003eThe datasets used in this study are part of the first author\u0026rsquo;s PhD thesis. However, after the award of the degree, the data will be shared through the corresponding author upon request.\u003c/p\u003e"},{"header":"References","content":"\u003col\u003e\n\u003cli\u003eAcu\u0026ntilde;a-Hurtado, N., Garc\u0026iacute;a-Salirrosas, E. E., Villar-Guevara, M., \u0026amp; Fern\u0026aacute;ndez-Mallma, I. (2024b). Scale to Evaluate Employee Experience: evidence of validity and reliability in regular basic education teachers in the Peruvian context. \u003cem\u003eBehavioral Sciences\u003c/em\u003e, \u003cem\u003e14\u003c/em\u003e(8), 667. https://doi.org/10.3390/bs14080667\u003c/li\u003e\n\u003cli\u003eAjzen, I. (1991d). 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UNDERSTANDING THE IMPACT OF PERSONALITY TRAITS ON INDIVIDUALS\u0026rsquo; TURNOVER DECISIONS: a META‐ANALYTIC PATH MODEL. \u003cem\u003ePersonnel Psychology\u003c/em\u003e, \u003cem\u003e61\u003c/em\u003e(2), 309\u0026ndash;348. https://doi.org/10.1111/j.1744-6570.2008.00115.x\u003c/li\u003e\n\u003c/ol\u003e"}],"fulltextSource":"","fullText":"","funders":[],"hasAdminPriorityOnWorkflow":false,"hasManuscriptDocX":true,"hasOptedInToPreprint":true,"hasPassedJournalQc":"","hasAnyPriority":true,"hideJournal":true,"highlight":"","institution":"Vellore Institute of Technology University","isAcceptedByJournal":false,"isAuthorSuppliedPdf":false,"isDeskRejected":"","isHiddenFromSearch":false,"isInQc":false,"isInWorkflow":false,"isPdf":false,"isPdfUpToDate":true,"isWithdrawnOrRetracted":false,"journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true},"keywords":"Big Five Personality, Intention to stay, Workplace Happiness, Turnover","lastPublishedDoi":"10.21203/rs.3.rs-7637070/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-7637070/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"\u003cp\u003eIn the rapidly evolving digital workspace, particularly in the IT/ITES sectors, employee retention remains a critical concern. With Gen Z becoming a dominant workforce demographic, understanding the psychological and emotional drivers of their intention to stay is essential. This study explores Big Five personality traits as determinants on workplace happiness and their subsequent effect on employees\u0026rsquo; intention to stay. The objective is to assess how personality factors contribute to intention to stay and to test the mediating role of workplace happiness using Ajzen\u0026rsquo;s Theory of Planned Behaviour as a guiding framework. A cross-sectional survey design was adopted involving 260 Gen Z employees from IT and ITES sectors in South India. Standardized self-report instruments measured Big Five personality traits, workplace happiness, and intention to stay. Descriptive statistics, structural equation modelling (SEM), and correlation analyses were used to test the proposed relationships. Additionally, subgroup analyses were performed to evaluate differences across personality categories and their association with happiness and retention. The study found strong positive relationships between extraversion (β\u0026thinsp;=\u0026thinsp;0.748), conscientiousness (β\u0026thinsp;=\u0026thinsp;0.716), and workplace happiness, both of which significantly predicted intention to stay. Approximately 80\u0026ndash;90% of individuals categorized under extraversion and conscientiousness reported high workplace happiness and a strong intention to remain. High correlations between certain traits (e.g., extraversion and happiness: r\u0026thinsp;=\u0026thinsp;0.984) suggest both strong predictive power and potential scale overlap. Personality traits, particularly extraversion and conscientiousness, were confirmed as foundational antecedents to employee retention via emotional well-being. The findings support the extension of the Theory of Planned Behaviour by integrating personality as a precursor to workplace behaviour. Happiness serves as a key mediator, linking personality to organizational commitment. Practically, organizations can leverage psychometric assessments during recruitment and implement personality-aligned well-being strategies to enhance retention. Future research should focus on longitudinal designs, cross-cultural validation, and integration of contextual organizational factors such as leadership and work design.\u003c/p\u003e","manuscriptTitle":"The mediating role of workplace happiness between Big Five Personality traits and Intention to stay","msid":"","msnumber":"","nonDraftVersions":[{"code":1,"date":"2025-09-18 05:10:04","doi":"10.21203/rs.3.rs-7637070/v1","editorialEvents":[{"type":"communityComments","content":0}],"status":"published","journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true}}],"origin":"","ownerIdentity":"51780af6-71f2-4730-b426-d8c7c6e6a193","owner":[],"postedDate":"September 18th, 2025","published":true,"recentEditorialEvents":[],"rejectedJournal":[],"revision":"","amendment":"","status":"posted","subjectAreas":[],"tags":[],"updatedAt":"2025-09-18T05:10:05+00:00","versionOfRecord":[],"versionCreatedAt":"2025-09-18 05:10:04","video":"","vorDoi":"","vorDoiUrl":"","workflowStages":[]},"version":"v1","identity":"rs-7637070","journalConfig":"researchsquare"},"__N_SSP":true},"page":"/article/[identity]/[[...version]]","query":{"redirect":"/article/rs-7637070","identity":"rs-7637070","version":["v1"]},"buildId":"8U1c8b4HqxoKbykW_rLl7","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[84888],"gssp":true,"scriptLoader":[]}