The need to belong and work performance: Exploring the moderating effect of extraversion

Abstract

The need to belong is a powerful motivational basis for interpersonal behaviour (Baumeister et al., 2007). Previous research has mainly addressed negative outcomes when the need to belong is thwarted by social exclusion and rejection. However, there is little research looking at employee’s need to belong and how it is related to organisational outcomes. Building on Baumeister & Leary´s (1995) belongingness theory, the present study explores the relationship between employee’s need to belong and work performance. Drawing on personality scholars, it was also hypothesised that facets of extraversion (i.e., warmth and sociability) would moderate this relationship. Survey data was collected from 226 employees working within the sales department at a Norwegian telecom company. The initial hypothesis was not supported; however, this study conducted a multiple ordinary least square for further exploration and revealed a significant two-way interaction: As hypothesised, individual’s need to belong predicted better performance, but this effect was only evident for individuals with high belonging needs and low scores on extraversion facet warmth. Limitations and suggestions for future research are discussed.