Interviewers' perceptions of person–organization fit and organizational selection decision

DuPree School of Management, Georgia Institute of Technology, USA.
Journal of Applied Psychology (Impact Factor: 4.31). 09/1997; 82(4):546-61. DOI: 10.1037/0021-9010.82.4.546
Source: PubMed

ABSTRACT A model of person-organization fit and organizational hiring decisions is developed and tested, using data from 38 interviewers making hiring decisions about 93 applicants. Results suggest that interviewers can assess applicant-organization values congruence with significant levels of accuracy and that interviewers compare their perceptions of applicants' values with their organizations' values to assess person-organization fit. Results also suggested that interviewers' subjective person-organization fit assessments have large effects on their hiring recommendations relative to competing applicant characteristics, and that interviewers' hiring recommendations directly affect organizations' hiring decisions (e.g., job offers).

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Available from: Daniel M. Cable, Jun 05, 2014
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    • "Research suggests that appropriately designed structured interviews (such as in MMIs) are likely to be capable of assessing values since interviews have been shown to measure a variety of constructs from cognitive ability to aspects of personality (Berry et al. 2007; Salgado and Moscoso 2002). Further research (Cable and Judge 1997) has also examined the possibility of assessing values during the interview process, where interviewers assess value congruence based on perceptions of applicants' and their own organisation's values. "
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    • "In other words, the negative relationship between boundary permeability and participation in another domain will be stronger for those with higher role segmentation preferences. Job Acceptance with Significant Other Individuals use numerous indicators to assess their degree of person–organization fit when making choices about their employment (Bretz and Judge 1994; Cable and Judge 1997), and we expect that the desirability of a job is, in part, dependent on preferences to protect the home domain. "
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    ABSTRACT: Purpose We examine the bi-directional nature of role segmentation preferences—preferences to protect the home domain from work intrusions, and to protect the work domain from home intrusions—and hypothesize that the dimensions independently prompt individuals to manage their boundaries in ways that complement their preferences. Design and Methodological Approach In a series of three studies, we investigate whether segmentation preferences vary on two dimensions, how they reflect enactive and proactive boundary management, and their association with domain-specific satisfaction and performance. Findings In Study 1 (field design, n = 314), we confirmed that segmentation preferences comprise two distinct dimensions, and individuals experience fewer intrusions into the domain they desired to protect. In Study 2 (experimental design, n = 1253), we found that participants who prefer to protect their home domain are less inclined to accept jobs in scenarios where their significant other is employed in the same organization, and participants who prefer to protect their work domain are less inclined to initiate a romantic relationship in scenarios that involve a coworker. In Study 3 (field design, n = 65), we found that individuals who prefer to protect their work or home domain report greater satisfaction with the preferred domain, and whereas the preference to protect the work domain is not associated with higher supervisor ratings of job performance, preference to protect the home domain is associated with higher significant-other ratings of non-work performance. Implications Understanding employees’ proclivities to blur boundaries can inform recruitment and selection of employees to anticipate organizational fit, diagnose sources of misfit, structure individualized policies to ameliorate employee strain, and decrease turnover costs. Originality/Value This synthesis provides a unique investigation of segmentation preference dimensions’ differential functioning and reinforces the validity of the role segmentation preferences concept.
    Journal of Business and Psychology 03/2015; DOI:10.1007/s10869-015-9402-0 · 1.25 Impact Factor
    • "The attraction stage has been tested in relation to personality (Cable and Judge, 1997) and personal values (Glazer and Beehr, 2002), extraversion and emotional stability (Slaughter et al., 2005). A study by Stevens and Szmerekovsky (2010) found that personality related wording in job adverts influenced the degree to which individuals with different personality traits (Big-Five) were attracted to an organisation. "
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    Safety Science 02/2015; 72:255–261. DOI:10.1016/j.ssci.2014.09.012 · 1.83 Impact Factor
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