Interviewers' Perceptions of Person–Organization Fit and Organizational Selection Decisions

Article (PDF Available)inJournal of Applied Psychology 82(4):546-61 · September 1997with257 Reads
DOI: 10.1037/0021-9010.82.4.546 · Source: PubMed
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
    • "This distance is surprising given that it seems intuitively plausible that personality is likely to be strongly related to which compensation schemes are preferred, and how specific compensation schemes impact employee motivation. And indeed, a scan of the HRM literature suggests that only a small amount of scholarship has considered these fundamental and practically relevant questions (Cable & Judge, 1997; Mitchell & Mickel, 1999). Given the diverse backgrounds HRM scholars can bring when viewing the HRM Map, and the many thousands of potential combinations of topics that could be explored, we expect that there are likely to be numerous opportunities for valuable, boundary-spanning research discoverable through abduction with the HRM Map and reviews presented above. "
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    • "Specifically, job applicants' characteristics, such as summarized in a résumé or for example learned through recommendations, generate managers' inferences about the applicants' personality (Cole et al., 2009) and work-related knowledge, skills and attributes (Chen et al., 2011). Through these inferences, managers will form predictions about the applicant's suitability and performance for the job position, as well as the applicant's fit within the broader context of the organization (Cable & Judge, 1997; Cole et al., 2007; Edwards, 1991; Tsai et al., 2011). In other words, managers use the human capital-related characteristics of the job applicant to form evaluations about the potential productivity of the job applicant (Becker, 1975; Thurow, 1975). "
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    • "Within the person–organization fit literature, value congruity is a major source of fit (Kristof, 1996; Kristof-Brown, Zimmerman, & Johnson, 2005). Interviewers who perceive applicants as highly value congruent with the organization are more likely to recommend job offers, even controlling for other important factors (Cable & Judge, 1997). In meta-analyses, person– organization fit predicts attitudinal outcomes such as job satisfaction , commitment, and turnover intention ( Verquer, Beehr, & Wagner, 2003), as well as behavioral outcomes such as organizational citizenship behaviors, job performance, and turnover (Hoffman & Woehr, 2006; Nye, Su, Rounds, & Drasgow, 2012 ). "
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