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Consequences of Individual's Fit at Work: A Meta-Analysis of Person-Job, Person-Organization, Person-Group, and Person-Supervisor Fit
Abstract
This meta-analysis investigated the relationships between person–job (PJ), person–organization (PO), person–group, and person–supervisor fit with preentry (applicant attraction, job acceptance, intent to hire, job offer) and postentry individual-level criteria (attitudes, performance, withdrawal behaviors, strain, tenure). A search of published articles, conference presentations, dissertations, and working papers yielded 172 usable studies with 836 effect sizes. Nearly all of the credibility intervals did not include 0, indicating the broad generalizability of the relationships across situations. Various ways in which fit was conceptualized and measured, as well as issues of study design, were examined as moderators to these relationships in studies of PJ and PO fit. Interrelationships between the various types of fit are also meta-analyzed. 25 studies using polynomial regression as an analytic technique are reviewed separately, because of their unique approach to assessing fit. Broad themes emerging from the results are discussed to generate the implications for future research on fit.
... Our second contribution relates to P-O fit providing a more precise conceptual vocabulary for how career shocks take place through changes to demands-abilities fit and needs-supplies fit (Kristof-Brown, Zimmerman, and Johnson 2005), thereby offering a more precise and actionable rendering of the agencystructure dialectic inherent in the career shock concept. Our analysis reveals how the content areas of P-O fit change (i.e., which needs? which demands?) is highly context specific to the furlough scheme's features, offering a more precisely grounded analysis to previous P-O fit research that has taken little account of context (e.g., Boon et al. 2011;Verquer, Beehr, and Wagner 2003). ...
... The main two assumptions underlying P-O fit theory are that (a) individuals seek out environments that are compatible with their own attributes and characteristics and (b) both the person and the environmental conditions jointly predict human behavior and well-being (Kristof-Brown, Zimmerman, and Johnson 2005). We approach P-O fit as an individual's subjective judgment of fitting in, their evaluation of the degree of congruence between themselves and their organization, focusing in particular on needs-supplies (i.e., extent organizational supplies fit the person's needs) and abilities-demands congruence (i.e., extent organizational demands fit the person's abilities) (Kristof-Brown, Zimmerman, and Johnson 2005). ...
... The main two assumptions underlying P-O fit theory are that (a) individuals seek out environments that are compatible with their own attributes and characteristics and (b) both the person and the environmental conditions jointly predict human behavior and well-being (Kristof-Brown, Zimmerman, and Johnson 2005). We approach P-O fit as an individual's subjective judgment of fitting in, their evaluation of the degree of congruence between themselves and their organization, focusing in particular on needs-supplies (i.e., extent organizational supplies fit the person's needs) and abilities-demands congruence (i.e., extent organizational demands fit the person's abilities) (Kristof-Brown, Zimmerman, and Johnson 2005). Needs and abilities are the focus because of their longestablished role in work motivation, satisfaction and performance theories, and supplies and demands because they represent how the environment meets/challenges needs and abilities. ...
This study examines employees' experience of being furloughed as a career shock drawing on person‐organization (P–O) fit theory. We focus on the UK's Covid‐19 furlough scheme and the experiences of 23 employees from different sectors following the scheme's termination. Findings from qualitative interviews support the value of misfit to understanding career shocks. Furloughed employees perceived change to their person‐organization fit, and more specifically misfit relating to personal needs (for security, growth and support) versus supplies, and demands (increased responsibilities, lack of retraining upon resuming work) versus skills, where such misfit was attributed to furlough being a career shock and triggering career‐related thoughts and behaviors. Organizational communication and topping‐up furloughed workers' lost monthly income buffered the extent furlough resulted in misfit. Tolerance threshold and perceived employability were found to explain the likelihood of career transitions for furloughed workers reporting misfit. Our findings contribute to the emerging career shocks literature by identifying P–O misfit as a mechanism explaining career transitions.
... Person-job fit is a concept that seeks to understand the alignment between an individual's preferences and the work he or she does (Kristof-Brown et al., 2005). Person-job fit is one of the dimensions (types) of a broader concept called person-environment fit, which also includes person-vocation and person-group fit (Kristof, 1996). ...
... Previous studies have found positive relationships between higher levels of fit between individuals and the work they do and other aspects within the organization, such as commitment, stress reduction, lower turnover, organizational engagement, career management and, more recently, diversity management, in addition to the most relevant relationship: individual and organizational performance (Kristof, 1996;Kristof-Brown et al., 2005;Sylva et al., 2019). Studies reinforce the argument that the greater the fit between the person and their job, the better their performance (Goetz et al., 2021;Edwards, 2008;Lauver & Kristof-Brown, 2001). ...
... The findings also reveal an important contribution regarding the effect of diversity management practices on person-job fit, despite not confirming a mediating effect of this construct in the relationship between diversity management practices and organizational performance. In line with studies that indicate a positive effect of diversity on person-job fit (Choi & Rainey, 2010;Sylva et al., 2019), the findings of this study deepen the understanding of the importance of diversity and of placing individuals in functions of their skills, competencies, and preferences, which have important effects on other dimensions of the organization (Kristof, 1996;Kristof-Brown et al., 2005;Sylva et al., 2019). ...
Purpose – This article aims to identify the diversity management effect on organizational performance in the Brazilian context. It also aims to assess the role of commitment, and the person-job fit as mediators, as well the empowerment as a moderating variable in the relationship between diversity management and performance. Theoretical framework – We present and discuss the concepts of diversity management, person-job fit, structural empowerment, and commitment and their relationships. Design/methodology/approach – This is a quantitative study using structural equation modeling, mediation and moderation between variables. Data were collected through a questionnaire administered between April and November 2022. The sample obtained was 568 individuals. Findings – Diversity management positively affects organizational performance, and commitment acts as a mediating variable in this relationship. Empowerment positively moderates the relationship between diversity management and performance. It was also found that diversity management positively impacts both commitment and person-job fit. Research Practical & Social implications – Organizations can benefit from greater performance both by increasing diversity management practices and by practices that increase the commitment and empowerment of their workers, since in the presence of a higher level of empowerment the relationship between diversity management and performance is increased. Originality/value – This provides relevant suggestions about the role played by both diversity management and empowerment, which working together can improve the organization's performance, especially in Brazil where studies of this nature are rare.
... Essentially, we propose that individuals are more likely to achieve superior work and health outcomes when their reservoir of capabilities is extensive-that is, when they possess a larger capability set. Our proposition aligns closely with the Person-Environment (P-E) Fit Theory, which posits that individuals experience better outcomes when there is alignment between their personal attributes (such as capabilities and values) and the attributes of their work environment [15]. Furthermore, we posit that a larger capability set is linked to reduced unfavorable outcomes over time, including turnover intention and burnout symptoms. ...
... On the other hand, P-O Fit involves the congruence between an individual's values, beliefs, and goals and the organizational culture and values. Meta-analytic studies consistently show that when employees experience a strong match between their job and organization, they report higher job satisfaction, exhibit greater organizational commitment, and perform better [15,42]. Experiencing a high level of P-J and P-O Fit enables employees to achieve positive work and organizational outcomes by feeling competent in their roles and finding alignment between their personal values and the organizational culture [43]. ...
... In this context, a larger "capability set", encompassing both individual abilities and an enabling work environment, can be seen as an example of a good person-environment fit. When individuals' skills and abilities align with the requirements and opportunities in their work environment, it may help them experience positive work outcomes [15]. Conversely, a misalignment between individuals' skills and abilities and the demands or opportunities within their work environment (i.e., a limited capability set) may lead to negative work-related consequences [41]. ...
Background
In recent years, sustainable employability, rooted in the capability approach, has received substantial attention due to its associations with work and health-related outcomes. While previous studies have indicated that being able and enabled to achieve important work values (i.e., work capabilities) is positively associated with desirable work outcomes, most of these studies have primarily employed a cross-sectional design to explore these associations. This study aimed to examine the long-term relationships between work capabilities and work and wellbeing-related outcomes, including work ability, work engagement, task and creative performance, organizational citizenship behavior, organizational commitment, job and life satisfaction, turnover intention, and burnout symptoms.
Methods
Data were collected from 251 randomly selected Dutch employees through a two-wave survey conducted in 2021 and 2023 via the Longitudinal Internet Studies for the Social Sciences panel. Multiple linear regression analyses were performed to assess these associations while controlling for potential covariates.
Results
The results revealed that participants valued a diverse range of work capabilities but encountered challenges in realizing these valued capabilities. The capability set positively predicted desirable outcomes and was associated with reduced burnout over a two-year period.
Conclusions
Supporting and enabling employees to realize their capabilities is essential for improving favorable work outcomes and diminishing burnout in today’s volatile work environment. These findings further emphasize the importance of organizations improving conversion factors to bridge the gap between valued capabilities and their actualization.
... In organizational and occupational psychology, person-environment interactionist models conceptualize an employee's stress, performance, and longevity in their work role as determined by the level of fit between their personal characteristics and the job environment (Sonnentag & Frese, 2013). Our study draws on person-environment fit (PE Fit, Kristof-Brown et al., 2005) and conservation of resources (COR, Hobfoll, 1989) theories to develop research questions about how the unique demands of trauma work and the empathy traits of trauma workers may interact to produce a matchor lack thereof (Kristof-Brown et al., 2005). We posit that the level of demandability match of individuals to trauma-related jobs contributes to both attraction and selection into trauma-related jobs (Schneider, 1987), as well as occupational outcomes once in the role (Sonnentag & Frese, 2013;Wen et al., 2023). ...
... In organizational and occupational psychology, person-environment interactionist models conceptualize an employee's stress, performance, and longevity in their work role as determined by the level of fit between their personal characteristics and the job environment (Sonnentag & Frese, 2013). Our study draws on person-environment fit (PE Fit, Kristof-Brown et al., 2005) and conservation of resources (COR, Hobfoll, 1989) theories to develop research questions about how the unique demands of trauma work and the empathy traits of trauma workers may interact to produce a matchor lack thereof (Kristof-Brown et al., 2005). We posit that the level of demandability match of individuals to trauma-related jobs contributes to both attraction and selection into trauma-related jobs (Schneider, 1987), as well as occupational outcomes once in the role (Sonnentag & Frese, 2013;Wen et al., 2023). ...
... Our second research question investigates how empathy profiles provide an "ability" that then fits (or does not) with the emotional demands of trauma work (Kristof-Brown, 2005;Sonnentag & Frese, 2013), conferring resilience versus risk for distress and poor occupational outcomes among trauma workers. Addressing this research gap will not only provide much needed clarity on the nature of empathy profiles and work outcomes in trauma workers, it will also provide greater insights into how organizations might better recruit and counsel their trauma workers. ...
Trauma work involves intervening with others enduring acute pain and suffering, often with heavy psychological and physical health impacts. An important question is whether dispositional empathy helps or hurts trauma workers in their occupational functioning. The current study addresses this gap in the research literature by using a person-centered approach to examine the empathy profiles and professional outcomes of a broad sample of trauma workers ( n = 315). We measured their trait empathy and organizational outcomes (occupational burnout, person-job fit, turnover intentions, job performance), and found three distinct empathy profiles which differed significantly in their occupational functioning. A ‘self-focused’ empathy profile (dominated by high personal distress responding) reported the worst functioning; an ‘other-oriented’ profile (high on perspective taking and empathic concern) had more positive functioning, and an unexpected ‘low reactivity’ profile (a full SD below the general population on empathy facets) showed the lowest exhaustion. Exploratory analyses revealed that first responders (e.g., police, firefighters, EMTs, paramedics) were overrepresented in the ‘low reactivity’ profile, while psychology-related professions (e.g., psychologists, counsellors, social workers) were underrepresented in that profile. The significance of these results, as well as their implications for empathy research and vocational counselling in the field of trauma work, are discussed.
... Undoubtedly, green management practices at the organizational level and green characteristics at the individual level are both indispensable for EPEB enhancement. Yet, according to person-environment fit theory, they may further interact with each other through different combinations within the congruence and incongruence categories to exert differentiated effects on EPEB [33,34]. Taking organizational green compensation (OGC), which is the most common and powerful means linking organizations' environmental sustainability goals to employees' interests [27,35,36] as well as the mostly favored GHRM practice in the Chinese organizations [26], and employee green consciousness (EGC), which is the most powerful personality trait predicting employee environmental attitudes and behaviors [30,37], for example, as shown in Fig. 1, four typical combinations within the OGC-EGC congruence and incongruence categories prevail in organizations: the high-high combination corresponding to Quadrant 1 when organizations offer large green rewards for employees with strong green conscientiousness and the low-low combination corresponding to Quadrant 3 when organizations provide few green incentives for employees with weak green conscientiousness within the OGC-EGC congruence category, and the lowhigh combination corresponding to Quadrant 2 when employees manifest strong green conscientiousness but organizations provide little green compensation and the high-low combination corresponding in Quadrant 4 when organizations supply large green compensation for employees with faint green conscientiousness within the OGC-EGC incongruence category. ...
... Following recommendations from scholars exploring the (in)congruence effects in organization and management research field [38][39][40][41], we dedicate more attention to inferring the (in)congruence effects of OGC and EGC on EPEB through making three sets of comparisons separately between the congruence and incongruence effects, within the congruence effect, and within the incongruence effect based on the insights of personenvironment fit theory after predicting the single effect of OGC/EGC on EPEB. Person-environment fit theory claims that employee behaviors hinge on not only individual factors or environmental conditions but also the congruence or fit between these two different kinds of determinants [33,34]. Accordingly, EGC, the most effective personality trait predicting EPEB, and OGC, the most common and powerful GHRM practice, may not only promote EPEB independently, the (in)congruence between them may also exert meaningful effects on EPEB such that the more congruent OGC and EGC are, the higher the EPEB level becomes; EPEB level tends to be higher when the OGC-EGC congruence is at a high rather than low level; EPEB level is likely to be lower when OGC level is higher than EGC level compared to that under the situation where EGC level is higher than OGC level. ...
... Thus, the OGC-EGC congruence tends to inspire employees to behave more pro-environmentally. This is also in line with the inference based on person-environment fit theory such that EPEB depends on not only the individual-level green conscientiousness trait or the organizational-level green compensation practice but also the congruence between them [33,34]. Conversely, when the OGC-EGC incongruence occurs, such as in the situation where organizations afford large green rewards for individual employees with faint green conscientiousness or where organizations hardly provide green incentives for individual employees with strong green conscientiousness, EPEB level will be hampered due to the fact that individual employees' weak green conscientiousness fails to utilize the large arena built by the high level of OGC or the arena set by the almost-none OGC is too small for them to display their strong green conscientiousness. ...
Background
In past decades, the Chinese government has enacted a series of ecological policies to encourage organizations, the pivotal institutional agents implementing national policies, and employees, the crucial micro-actors engaging in ecological construction, to bring about employee pro-environmental behavior (EPEB) which is the foundation to realize nation’s ecological strategies. Yet, the effectiveness of a widely adopted organizational-level green management practice “organizational green compensation” (OGC) and a typical individual-level green personality trait “employee green conscientiousness” (EGC) have been explored alone, ignoring the prevalence of various OGC-EGC combinations and failing to clarify the potential influences of OGC-EGC (in)congruence on EPEB. Our research endeavors to address this limitation by resolving the following two problems: What are the (in)congruence effects of OGC and EGC on EPEB in the Chinese context? And what is the underlying mechanism?
Methods
Study 1 surveyed EGC, OGC, and EPEB among 778 subordinate-supervisor dyads and sought to test two single effects and three sets of comparisons between and within the congruence and incongruence effects using the methodology of polynomial regression and response surface analysis. Study 2 measured EGC, OGC, employee environmental commitment (EEC), and EPEB among 713 subordinate-supervisor dyads and attempted to verify the mediating role of EEC employing the block variable approach.
Results
Study 1 found that OGC and EGC independently, positively promote EPEB (ß = 0.39, p < 0.001; ß = 0.24, p < 0.001), the OGC-EGC congruence relates to higher EPEB compared to the OGC-EGC incongruence (p11 = 3.77, 95% CI = [0.71, 23.04]; p10 = − 0.65, 95% CI = [− 25.80, 0.42]; [α3 −α4 +α5] = − 0.24, 95% CI = [− 0.41, − 0.07]), the EPEB level is higher when the OGC-EGC congruence is at a high rather than low level ([α1 +α2] = 0.51, 95% CI = [0.39, 0.62]), and the EPEB level under the high-low combination is lower than that under the low-high combination ([α1-α2] = − 0.20, 95% CI = [− 0.38, − 0.02]). Study 2 further confirmed that EEC plays a mediating role during the OGC-EGC-EPEB relationships (the indirect effect = 0.14, 95% CI = [0.08, 0.20]).
Conclusion
This research substantiates the value of OGC-EGC (in)congruence to fully understand EPEB variations such that, EPEB will be boosted (hampered) when OGC is (in)congruent with EGC; a higher congruence between OGC and EGC leads to higher EPEB, the high-low combination of OGC and EGC results in lower EPEB compared to the low-high combination, and EEC plays a mediating role in the above relationships, offering the Chinese evidence and providing theoretical and practical implications for the optimization of the OGC-EGC combinations to strengthen EPEB.
... Lastly, another process related to the 'Needs-Supply Fit' (NS) concept [63] used during personnel selection is the analysis of the match between a candidate's expectations and what the organization can provide to meet those expectations. Ensuring a good fit during the selection stage, or an internal mobility process, using, for instance, a tool that provides a multi-dimensional view on the analysis of twelve worker needs, such as stimulating work, a good work-life balance, predictable work schedules, and flexibility practices [64], have proven to have several benefits for the organization. ...
... For example, research has shown that a strong NS fit is positively correlated with increased organizational identification, which in turn enhances job performance and promotes organizational citizenship behaviors. These outcomes underscore the value of achieving a good person-environment fit to facilitate integration [65] and retention of newcomers in the organization [63], increase job satisfaction [66] and performance [67], and reduce health-related risks [68]. ...
Burnout, a major concern defined most commonly in the literature with a symptoms-based classification, can also be described as a temporal process with various stages experienced by workers, each composed of unique characteristics and challenges. This intricate process of burnout emphasizes pivotal moments, such as engagement and enthusiasm with a high job ideal (Stage 0), weakening of the ideal (Stage 1), protective withdrawal (Stage 2) and confirmed burnout (Stage 3). Through an opinion review, the objective of this article is to examine which prevention level, and more specifically which prevention actions, can be developed at each stage of this temporal process of burnout. The review criteria allow for the integration of both individual- and organization-focused interventions, ranging from early organizational-level strategies (primary prevention) to clinical consultations addressing the erosion of professional ideals (secondary prevention), as well as psychoeducational sessions aimed at promoting worker well-being. In conclusion, the article underscores the need for a holistic approach, combining organization-focused interventions with individual-focused interventions. Through a comprehensive review, this research provides insights into evidence-based practices, identifies gaps in current research, and offers guidance for future interventions for better support of workers facing burnout.
... T. Dutta, S. Dhir (2021) з посиланням на (E. Powers, 2000) [27] підсумовують, що лояльність працівника може бути визначена як бажання залишатися з компанією, а не шукати роботу, працювати допізна, щоб виконати завдання, не розголошувати конфіденційну інформацію компанії, відстоювати інтереси, дотримуватися правил за відсутності суворого контролю, надавати пріоритет цілям компанії, а не особистим досягненням, утримуватися від поширення неправдивої інформації або від отримання прибутку за рахунок ресурсів компанії, купувати продукцію компанії та пропагувати її в суспільстві, робити внесок у благодійність, яку спонсорує організація, пропонувати покращення, брати участь у роботі, виходячи за межі очікуваної рольової поведінки, допомагати колегам у досягненні їхніх цілей, виконувати накази та не отримувати неправомірну вигоду з будь-якої політики [11, c. 3 [20]. Таке припущення стосовно спрямованості лояльності скоріш на кар'єру, а не на організацію доводить справедливість поставленої вище нами науково-практичної проблеми про об'єктність лояльності, та обумовлює необхідність перегляду та зміни нині існуючих поглядів на лояльність працівників на робочому місці або відсутністю зазначених поглядів. ...
... Такі важливі результати, як лояльність клієнтів, прибутковість, продуктивність, плинність кадрів та безпека, зазвичай агрегуються та звітуються на рівні бізнес-підрозділів у багатьох компаніях (J. Harter, F. Schmidt, & T. Hayes, 2002)[16].Очевидно, що люди стали більш лояльними до своєї кар'єри, ніж до своїх організацій (A.Kristof-Brown et al., 2005) ...
... Job characteristics: Kristof et al. (2005) consider this factor as everything related to the characteristics and activities of the work to be carried out by a person. In this sense, there should be an adjustment between the characteristics of a position required by the organization in terms of compliance with these requirements in terms of skills, abilities, knowledge. ...
... This shift in mindset underscores the need for modern organizations to develop strategies that align with the expectations of younger employees. The surveyed population reflects this trend, as their expressed intention to leave their current organizations remains neutral, suggesting ambivalence toward job turnover under existing working conditions.Kristof et al. (2005) highlight the importance of alignment between job characteristicsBalancing Retention: the Role of Co-Worker's Relationship and Professional Development in Shaping Job Satisfaction Among Young Workers in Medellín ___________________________________________________________________________ Rev. Gest. Soc. Ambient. | Miami | v.18.n.11 | p.1 ...
Purpose: Job satisfaction among young employees is crucial for organizations, as it positively influences productivity and well-being. This study explores the factors associated with job satisfaction among employees aged 20 to 30 in organizations in Medellín-Colombia. Design/methodology/approach: Data was collected from 400 young employees across various organizations in Medellín, a pilot test ensured the reliability of the instrument using Cronbach’s Alpha. A CUB model was used to identify key factors affecting job satisfaction. Findings: Professional development (PD) and workload (WL) appeared as significant factors influencing both job satisfaction and the intention to stay, while Leadership quality persepction of superiors (LQ) lacked individual statistical significance, they contributed to the overall model's significance. Practical implications: Organizations should foster professional development and manage workloads effectively to reduce turnover among employees aged 20 to 30. Originality/value: Although job satisfaction has been widely studied, little attention has been given to young employees. This research bridges that gap by analyzing the social-psychological factors influencing their job satisfaction and intention to stay, offering insights for HR managers and organizational leaders.
... Finally, incumbents embedded in a particular job-role due to demands-abilities (D-A) job fit and links to departmental colleagues may not become organizationally embedded if they lack congruence with firm values or ties outside their unit . Indeed, employees form discriminable ties to departmental colleagues and people outside their units (higher-level managers, mentors; Seibert et al., 2001); they distinguish fit with job demands from organizational values (Kristof-Brown et al., 2005), and differentiate sacrifices associated with changing jobs (interesting work tasks, role clarity) from changing employers (fringe benefits, advancement opportunities). In short, they may be embedded in a job role within an organization, but not necessarily the broader organization. ...
... This sets a high bar for overcoming primacy-of-loss effects. Empirical evidence shows how job-related links, fit, and sacrifices discourage turnover intentions (Kristof-Brown et al., 2005;Mitchell et al., 2001). ...
... The premise that engagement is different from job satisfaction and a distinct construct relating to well-being (Bakker, 2011) warrants its inclusion as an outcome variable of interest to person-job fit research. This argument is further supported by the fact that unlike job satisfaction, the research on engagement and its relationship to person-environment fit is sparse, as indicated by its absence as an identified outcome variable in seminal person-environment fit meta analyses (Hoffman & Woehr, 2006;Kristof-Brown et al., 2005;Verquer et al., 2003) and also in reviews of the engagement literature (Bailey et al., 2017). ...
... Statements such as "the attributes that I look for in a job are fulfilled very well by my present job" are rated on a scale of 1 (strongly disagree) to 5 (strongly agree).This device was shown to have convergent and discriminant validity, and high reliability (α = 0.93,Cable & DeRue, 2002) which has been repeated in further research (α range from .94 to .96,Hinkle & Choi, 2009).Cable and DeRue's argument that needs-supplies fit is the most important dimension of fit was supported by meta-analytic research that demonstrated that needs-supplies fit had the greatest impact on individual attitudes and behaviour(Cable & Edwards, 2004;Kristof- Brown, Zimmerman, & Johnson, 2005). Kristof encouraged managers and recruiters, who typically emphasise the demands-abilities dimension of fit, to draw more attention to the needs-supplies dimension of fit because their findings demonstrated a stronger effect of needs-supplies fit on attitudes than demands-abilities fit. ...
This study examines person-environment fit and its relationship to job satisfaction and engagement, focusing on the less-explored concept of career-fit. Using a cross-sectional, correlational design (N=232), participants from diverse occupational backgrounds completed a questionnaire measuring person-job fit via the Perceived Fit Scale (PFS) and career-fit using the Entrepreneurship, Professional, Leadership (EPL) framework. Engagement was assessed as the primary outcome.
... Two possible explanations for the contextual moderation of the authoritarian-SWB were the personculture fit theory and the shared reality theory. The person-culture fit refers to the match between a person's attitudes/values and the prevailing attitudes/values of the environment in which she or he lives [25]. According to this theory, individuals who have the same attitude as most others around them may feel certain and stable about themselves and their environment, which may lead to positive outcomes, such as experiences better well-being [26]. ...
... These findings are in line with person-culture fit theory [25] and the shared reality hypothesis [27]. Those who value RWA might find themselves fitting well within the Chinese culture or surrounded by RWA students who share similar experiences, and hence they may feel greater SWB. ...
Background
The associations between authoritarian personality and subjective well-being remains understudied, especially in China. In addition, as Chinese individuals and Chinese organizations generally attach importance to authority, exploring the matching effect of individual authoritarian personality and organizational culture (OC) can provide information for career selection, talent recruitment and university enrollment. The present study aimed to test associations between authoritarian personality traits (right-wing authoritarian, RWA; social dominance orientation, SDO) and subjective well-being (SWB; including positive affect, PA; negative affect, NA; and life satisfaction, LS) at the general and component-specific levels and the possible moderating role of OC (military or nonmilitary universities) on the associations in Chinese culture for the first time.
Methods
A total of 6,580 Chinese students from military and nonmilitary universities were surveyed using the Right Wing Authoritarianism Scale, Social Dominance Orientation Scale, Campbell Index of Well-being, Patient Health Questionnaire, and Satisfaction with Life Scale.
Results
A higher score on RWA, but lower on SDO, correlated with greater SWB at both the general level and the component-specific levels. The links of RWA/SDO and positive factors (PA/LS) of SWB as well as latent SWB were moderated by the OC (being in military or nonmilitary universities). Specifically, these correlations were stronger for military than for civilian students. Further, although the moderating roles of OC existed in all three subgroups (sex, age, and socioeconomic status [SES] level), the negative link between OC and latent SWB existed in the male, younger, and high-SES individuals, while this link was not significant in female, older, and low-SES ones.
Conclusions
The present study extends the findings of the moderating roles of organizational culture on the positive RWA–SWB relationship and the negative SDO–SWB relationship in oriental cultural contexts.
... In the literature, Demand -Ability fit and Need -Supply (N -S) fit help to explain person-job fit theory in detail. While the Demand -Ability fit refers to a congruence between personal abilities and job requirements, Need -Supply fit is about whether the characteristics of the job satisfy the person in terms of personal desires, values and needs (Kristof-Brown et al., 2005;Werbel & Johnson, 2001). The degree of the fit between person and job can be evaluated subjectively or objectively (Kristof, 1996). ...
... When matched with their findings, this suggests that a job that is psychologically empowering for the employees is more meaningful for them, and therefore, the employee can feel a higher degree of congruence. P-J fit leads to several outcomes at both the individual and organizational levels, such as coping, job satisfaction, intention to quit, turnover, and commitment (Edwards, 1991;Kristof-Brown et al., 2005). To sum up, PJ fit, which depends on the characteristics of the person and the job requirements, may be a determinant factor on individual outcomes in the workplace. ...
Based on the positive psychology approach, the present study claims that Leader-Member Exchange Theory and Person-Job Fit Theory could be significant antecedents of flow experience in the workplace, as individuals living in the 21st century spend most of their lives at work. Flow experience is a source of high motivation for employees in terms of both cognitive and emotional functions. Therefore, the concept can cause many psychological states of well-being, such as having fun, feeling happy, or optimism. For this reason, it is quite important for the organizational behavior discipline to define the concept in detail and to focus on possible antecedents. In accordance with this purpose, a cross-sectional research study has been performed in Turkey with the participation of 711 white-collar employees from various companies in the service sector in Istanbul, Turkey. The findings of the research show that high quality manager-employee relationships had significant positive impacts on employees' flow experience (b ¼ 0,801; t ¼ 35,664; p ¼ ,000). In addition, a good match between person and job had significant positive impacts on employees' flow experience (b ¼ 0,559; t ¼ 17,968; p ¼ ,000). Thus, the proposed hypothesis 1 and hypothesis 2 of the study were supported. The results indicated that leader-member exchange and person-job fit are antecedents of flow experience in the workplace (p < 0,05). In the present study, all study variables are reviewed and the possible relationships among the study variables are discussed in the literature review part. Finally, the implications of the study for both the individual and the organization are presented in the conclusion and discussion section.
... One of them is Holland's Theory of Career Choice (RIASEC), that links one's key skills and interest areas to certain occupations and subjects [3]. This approach, that Kristof-Brown calls person-vocation fit, seems to be suitable theoretical framework in terms of matching MBTI personality types with particular medical specialties [34]. ...
... Secondly, as Kristof Brown indicates, apart from the person-vocation fit, there are other significant factors that influence one's job satisfaction, i.e. person-job, person-organisation, person-group and person-supervisor fit [34]. Hence, even if a model linking personality type with medical discipline would be created, the true impact on individual-level cannot be concluded. ...
... Post-COVID-19, modern recruitment strategies that make use of social media platforms and specialized talent acquisition approaches have become more prevalent and have enabled organizations to reach a larger pool of potential candidates (Aronson, 2024). Effective assessment instruments used in the hiring process guarantee a good fit between applicants and the organization's culture, encouraging a sense of commitment and belonging straight away (Kristof-Brown, Zimmerman & Johnson, 2005). Button (2011) further emphasized the significance of talent identification in identifying talented employees who are most likely to succeed in the future. ...
This paper explores the relationship between talent management and dimensions of employee commitment at Nelspruit Banks, a major player in Mpumalanga Province. The paper uses a self-administered Likert-scale questionnaire to collect employee responses on talent management and its impact on normative, affective, and continuous commitment levels. The questionnaire was analysed using IBM SPSS version 28, 63 questionnaires were used for data analysis. This study employed both descriptive statistics (means, frequencies, and pie charts) and inferential statistics (Pearson product moment) to investigate the relationship between talent management and employee commitment. The main findings of the study indicated that talent management positively correlates with two employee commitment components. Notably, talent management positively correlated with continuance and normative commitment. These findings underscore the importance of talent management practices in fostering employee loyalty and retention. It is recommended that Banks consider implementing targeted strategies to foster a positive work environment, recognize and reward employee contributions, and provide opportunities for career development and growth. By focusing on these areas, the banks can strengthen employee commitment and improve overall organizational performance.
... Organizational identi cation is a pivotal concept in organizational behavior, describing how individuals come to de ne themselves through their membership in an organization, aligning their own values and goals with those of the organization [3]. This identi cation involves individuals embracing the organization's identity, including its strengths, virtues, and imperfections, as part of their own self-concept and viewing the organization's successes and failures as personal [22]. When individuals strongly identify with their organization, they typically experience higher job satisfaction, organizational commitment, and loyalty, feeling a profound connection to the organization [10]. ...
In contemporary organizational settings, leadership significantly shapes organizational dynamics and influences employee attitudes and behaviors. Despite extensive research on leadership styles, there remains a gap in understanding the impact of authentic leadership on key employee outcomes, such as organizational identification and felt obligation. Drawing on Social Identity Theory (SIT), this paper examines how authentic leadership fosters organizational identification and influences felt obligation among employees. We propose a framework that considers the role of job fit as a moderating factor in these relationships. By exploring the mechanisms through which authentic leadership enhances employee identification and obligation, this study bridges the gap between leadership theory and practical applications in organizational behavior. The findings offer valuable insights for organizational leaders and human resource practitioners on promoting authentic leadership and ensuring proper job fit to enhance overall organizational effectiveness.
... Finalmente, la expectativa de que contratar bajo perfiles bien definidos mejore la productividad y la cohesión del equipo (ver Tabla 7) respalda la teoría del "ajuste persona-puesto" propuesta por Kristof-Brown (2005). Según esta teoría, una selección adecuada reduce las tensiones en los equipos de trabajo y contribuye a un ambiente organizacional más estable y productivo. ...
Este artículo examina las causas y consecuencias de la contratación de personal sin apego a perfiles de puesto predefinidos en empresas de Monterrey y su área metropolitana. A partir de un análisis exhaustivo de datos recolectados mediante encuestas a 200 especialistas en recursos humanos, se identificaron las principales razones por las que se omiten los perfiles en los procesos de contratación, los factores que influyen en esta práctica y las repercusiones en la productividad y estabilidad organizacional. Los resultados sugieren que la presión por cubrir vacantes rápidamente y la percepción errónea de que la capacitación puede reemplazar la adecuación al perfil son factores determinantes. Se concluye proponiendo recomendaciones para optimizar los procesos de selección en función del perfil de puesto, contribuyendo así a mejorar el rendimiento organizacional.
... Scholars have used different approaches to study fit. In this research, we conceptualize leader-follower congruence in mindfulness in terms of actual or objective fit as outlined by Kristof-Brown et al. (2005). That is, we compare the match between subordinates' self-rated mindfulness scores with that of their leader's self-rated mindfulness scores. ...
Extensive research has demonstrated the positive effects of mindfulness on individual well-being and performance within organizational settings. Yet, its impact on interpersonal dynamics, particularly between leaders and followers, has not been thoroughly explored. Drawing upon research in mindfulness and person-supervisor (P-S) fit, this study examines the congruence effect of leader and follower dispositional mindfulness on their relationship quality, conceptualized here as leader-member exchange (LMX) quality. Moreover, we explore the question of which pro-relationship behavior on part of the follower carries the proposed mindfulness congruence effect. Using cross-level polynomial regressions across 189 leader-follower dyads, our findings corroborate a theoretical framework that associates the congruence of leader-follower mindfulness with enhanced relationship quality. This relationship is mediated by followers’ engagement in relationship-directed voice behavior—a form of upward influence behavior specifically investigated for its role in this context and validated across three further samples (N = 434). By examining both the joint effects of leader and follower mindfulness and the behavioral mechanisms underlying these effects, our research contributes to a more comprehensive understanding of mindfulness’s role in shaping leadership dynamics and improving leader-follower relationships.
... Research on person-environment fit has demonstrated that compatibility between an employee's personality, interests, and work skills and their work environment is related to desirable work outcomes such as higher job satisfaction, organizational commitment, and job performance (Greguras and Diefendorff 2009;Kristof-Brown, Zimmerman, and Johnson 2005). Furthermore, individuals gravitate to occupations and work cultures that align with their personality, interests, and skills and tend to leave those that do not (Schneider et al. 1998;Van Iddekinge et al. 2011). ...
Even if individuals are in a job or organization that is generally a good fit for them, they can still experience misfit with specific work demands. This study examines the proximal experiences of trait‐incongruent work demands among highly introverted individuals, offering a novel episodic and trait‐specific perspective on workplace misfit. Through narrative surveys and semi‐structured interviews, we identify four broad trait‐incongruent work demands that spur episodic misfit at work for introverts. We introduce an integrated process model that reveals how individuals’ reactions to introversion‐incongruent work demands evolve in the time proximal to the work demand. We build theory about (1) how individuals navigate and cope with introversion‐incongruent work demands before, during, and after they occur (and how these adaptations affect immediate and subsequent reactions); (2) why reactions of individuals are sometimes amplified or attenuated across various experiences of trait‐incongruent work demands; and (3) how subsequent exposure to these work demands (i.e., experience) plays a role in repeating this cycle. We offer new insights into how and why individual reactions to episodic misfit evolve before, during, and after a specific situation, and factors that may moderate these reactions—a topic that has received scant attention in the person‐environment fit literature. We provide propositions for future research and practice‐related implications.
... To investigate when managers might accept unfair algorithmic recommendations, we draw on the person-supervisor congruence perspective, which posits that alignment between a supervisor's (i.e., top-level manager) and a supervisee's (i.e., mid-level manager or decision maker) personality traits fosters beneficial outcomes, including enhanced fairness perceptions in decision-making processes (Kristof-Brown, Zimmerman, and Johnson 2005). ...
Algorithms used in data analytics (DA) tools, particularly in high‐stakes contexts such as hiring and promotion, may yield unfair recommendations that deviate from merit‐based standards and adversely affect individuals. While significant research from fields such as machine learning and human–computer interaction (HCI) has advanced our understanding of algorithmic fairness, less is known about how managers in organisational contexts perceive and respond to unfair algorithmic recommendations, particularly in terms of individual‐level distributive fairness. This study focuses on job promotions to uncover how algorithmic unfairness impacts managers' perceived fairness and their subsequent acceptance of DA recommendations. Through an experimental study, we find that (1) algorithmic unfairness (against women) in promotion recommendations reduces managers' perceived distributive fairness, influencing their acceptance of these recommendations; (2) managers' trust in DA competency moderates the relationship between perceived fairness and DA recommendation acceptance; and (3) managers' moral identity moderates the impact of algorithmic unfairness on perceived fairness. These insights contribute to the existing literature by elucidating how perceived distributive fairness plays a critical role in managers' acceptance of unfair algorithmic outputs in job promotion contexts, highlighting the importance of trust and moral identity in these processes.
... Person-organization fit (P-O fit) positively impacts innovative work behaviour (IWB) by fostering alignment between employees' attributes and organizational culture. When employees feel valued and supported by a well-matched work environment, they are more motivated to explore new ideas and undertake creative challenges (Kristof-Brown, Zimmerman, & Johnson, 2019). P-O fit instills a sense of belonging and responsibility, encouraging employees to actively support organizational goals through innovation. ...
This study investigates the relationship between Knowledge Sharing, Person-Organization Fit (P-O Fit), and Innovative Work Behaviors (IWB) in public organizations in Iraq. It examines how the alignment between individual attributes and organizational culture affects employees' commitment to innovative work behaviors. Data were collected from 410 employees in public institutions, with surveys available in Kurdish and English. Findings indicate that information sharing enhances P-O Fit and promotes innovative work behaviors, both essential for organizational adaptability and growth. The study underscores the importance of fostering a collaborative environment to strengthen organizational cohesion. Organizations with strong P-O Fit are better positioned to retain talent and encourage creativity. Recommendations include refining recruitment and training processes to align with organizational culture, implementing programs to support development, and regularly evaluating knowledge-sharing practices. This analysis advances the theoretical understanding of how P-O Fit and knowledge exchange drive progress in the public sector and offers valuable insights for leaders.
... The occupational component of this congruence, the work environment, can be evaluated using a variety of approaches that consider aspects such as specific tasks, job roles, occupations, organizations, work groups, and other related dimensions (Kristof-Brown et al., 2005). ...
The use of information and communication technologies (ICT) is now an integral part of many occupational task profiles. Therefore, like mathematics and science, ICT represent an important content domain that adolescents may consider in their early vocational choices. Drawing on Eccles’ situated expectancy value theory and related theories, we hypothesize that adolescents’ ICT interest and self-concept should influence their vocational choices with respect to the intensity of ICT use in future occupations. Using longitudinal data from 1,964 Swiss adolescents transitioning into firm-based vocational education and training, we find strongly gendered patterns. Higher ICT interest predicts selection into occupations involving greater intensity of both basic and advanced ICT use, but only for girls. A more positive ICT self-concept is a significant predictor of greater occupational ICT use in future occupations only for boys, and this association is driven mainly by boys choosing careers as ICT specialists. Girls’ lower average ICT interest and their less positive ICT self-concepts explain almost half of the gender differences in the intensity of advanced ICT use. These findings emphasize that ICT are an important content domain of adolescents’ vocational choices today and highlight how gendered interests and self-concepts towards ICT perpetuate occupational gender segregation.
... Socialization is the process by which newcomers "learn the ropes" and "acquire the attitudes, behaviours, and knowledge" required to perform effectively in an organization (Allen et al., 2017, p. 324). Effective OS is associated with newcomers more readily learning their roles (Cooper-Thomas & Anderson, 2006), and positive outcomes for variables such as role clarity, social acceptance, and knowledge of organizational culture (Chao et al., 1994), as well as distal outcomes such as job performance and lower turnover (Ellis et al., 2017), person/organization fit (Kristof- Brown et al., 2005), learning process (Klein & Weaver, 2000), self-efficacy (Saks & Grumman, 2018), and job satisfaction (Ashforth et al., 2007). In contrast, ineffective socialization may increase newcomer turnover (Kammeyer-Mueller & Wanberg, 2003). ...
Organizational socialization (OS) is a critical process that all employees go through. In addition to the job characteristics, the efficiency and effectiveness of the OS process impact the individual's ability to adjust and be involved in the job. This study proposes and tests a new model in which psychological safety mediated the effects of OS and job characteristics on the job involvement of 313 newly recruited health-care professionals’ working in 10 private hospitals in South India. Researchers used Uncertainty Reduction Theory to explain the relationship between the variables under study. The results indicate that newcomers’ job involvement is predicted positively by OS and job characteristics, and that psychological safety mediates these relationships. These findings as well as their implications in the health-care professional arena are discussed within the Eastern cultural contexts of organizational behavior research.
... Most studies have focused on general csR practices rather than the specific role of hRM in fostering innovation (Zhou et al., 2020). Focusing on the postulated linkage between sRhRM and eiP, our research is guided by theory concerning person-environment fit (P-e fit; Kristof-Brown et al., 2005), which postulates that individual performance is a function of alignment and congruence between individual disposition and the (work/organization) environment. For sRhRM contexts, the theory suggests that when an organization presents sRhRM in alignment with the values and expectations of its employees, it creates a supportive environment that fosters employee well-being, engagement and motivation (edwards & shipp, 2007). ...
Employee innovation performance (EIP) enhances competitiveness among high-tech enterprises, and socially responsible human resource management (SRHRM) is garnering increasing attention. Integrating corporate social responsibility, SRHRM shapes employees’ attitudes and behaviors. This study builds upon the person-environment fit theory to propose and validate a moderated serial mediation model, aiming to unveil the intricate influence mechanism of SRHRM on EIP. The research scrutinizes the relationship through cross-sectional data derived from a questionnaire survey involving 440 employees in high-tech enterprises in China. The findings reveal that, directly as well as indirectly, SRHRM affects employees innovation performance. Indirect influence occurs through individual mediation due to person-organization fit (P-O fit) and work engagement (WE) or through their sequential mediation. Concurrently, the study highlights that individualism orientation (IO) influences both the relationship between P-O fit and WE and the serial mediation process involving SRHRM and EIP. With a strong IO, the positive association between P-O fit and WE, as well as the serial mediation path between SRHRM and EIP, becomes more pronounced. The study adds knowledge concerning SRHRM’s relation to innovation because it highlights significance for P-O fit as well as WE in influencing employee innovation within the realm of SRHRM, while also underscoring the distinctive role played by individual cultural values.
... The person-environment fit framework (Edwards, 2008) is a prominent research field that focuses on the outputs of the adjustment between workers and environmental characteristics (Ghetta et al., 2020). This congruence occurs when the characteristics of the individuals and work environment are well matched (Kristof-Brown et al., 2005). Within this framework, some theories have paid special attention to the workplace. ...
Purpose
This study analysed the extent to which differences in personality traits and coworking experiences affect coworkers’ satisfaction with coworking spaces (CWS).
Design/methodology/approach
The present study is based on employee-workplace alignment theory (Appel-Meulenbroek et al. , 2021). This approach addresses people’s ability to do their jobs in a certain work environment and studies job satisfaction as an outcome variable. We used a dataset of 135 CWS members grouped in the Spanish Association of Flexible Office Spaces, Prowork Spaces. The regression models were fitted using satisfaction with coworking as the dependent variable.
Findings
The findings support the idea that some psychological traits of coworkers, such as extroversion and agreeableness, have a significant influence on their satisfaction with coworking. Our study also shows that the relationship between coworking experience and satisfaction is curvilinear.
Originality/value
This study contributes to the advancement of employee-workplace alignment theory by showing that some personality traits are relevant variables for person-organisation fit in CWS. While extroversion and agreeableness are traditionally associated with prosocial outcomes, we found that agreeable coworkers were not more satisfied with CWS. In addition, the study identified a nonlinear relationship between experience and satisfaction with CWS, which has not been detected in previous studies.
... This increased commitment leads to an increase in employee retention rates. (Kristof-Brown, 2005) emphasizes the significance of this alignment, stating that workers who share values and beliefs that align with the organizational culture tend to cultivate a profound sense of belonging. This sense of belonging becomes the foundation for fostering organizational loyalty. ...
This research aimed to examine the impact of organizational culture on employee retention, providing insights to enhance long-term engagement and satisfaction. A mixed-methods approach was used, beginning with a comprehensive literature review of organizational culture and employee retention. Surveys were conducted with a representative sample of employees across different sectors in Kosovo. The data were analyzed using regression and correlation techniques to identify quantitative relationships between organizational culture and retention. The findings reveal that organizational culture plays a significant role in employee retention. Specifically, cultures focused on employee well-being, career development, and transparency are positively associated with higher retention rates. Employees are more likely to stay with organizations that align with their values, offer support, and create a transparent working environment. Conversely, toxic cultures marked by negativity and poor leadership are linked to higher turnover. The study underscores the importance of fostering a positive, inclusive culture that prioritizes employee growth. Kosovar businesses should invest in employee development, training, and continuous feedback to build a productive environment that supports retention.
... Pencocokan budaya perusahaan menjadi faktor penting dalam rekrutmen, karena banyak perusahaan mencari kandidat yang tidak hanya memenuhi persyaratan teknis, tetapi juga mampu beradaptasi dengan budaya kerja organisasi. Pencocokan budaya diharapkan dapat meningkatkan retensi karyawan, produktivitas, dan kepuasan kerja dalam jangka panjang (Kristof-Brown et al., 2005). ...
This study aims to explore the implementation of Artificial Intelligence (AI) in the recruitment process in the era of Industry 4.0, focusing on the benefits and challenges faced by companies. Utilizing a qualitative approach through in-depth interviews with recruitment teams, human resource managers, and candidates, the research finds that the adoption of AI brings several advantages, including enhanced efficiency in the selection process, improved screening accuracy, and an enriched candidate experience. However, significant challenges also arise, such as privacy and data security issues, a lack of transparency in algorithms, and regulatory uncertainties that may affect the adoption of this technology. The findings highlight the need for companies to address these challenges through the development of robust data protection policies, regular monitoring of algorithms, and educating both candidates and recruitment teams about AI usage. This research aims to provide insights for organizations in implementing AI ethically and effectively in the recruitment process.
... Finally, when employees perceive an innovative climate, they may view their supervisor's support as synergistically aligned with organizational goals. This congruence increases the likelihood of engaging in voluntary behaviors that contribute to the achievement of these goals (Kristof-Brown et al., 2005). ...
This research intends to investigate the impact of employee age and innovative work climate on the relationship between supportive supervisory roles and employee acts of voluntarism. Using a large cross-sectional survey of the Australian Public Service we find that the influence of supportive supervisors on employees’ acts of voluntarism and extra role behaviors at work is higher amongst younger employees. This indicates that younger employees are more likely to engage in acts of voluntarism as a result of supportive supervisory roles. Findings also indicate that innovative work climate accentuates the relationship between supportive supervisory behaviors and acts of voluntarism. Employees who experience high levels of innovative work climate and high levels of support from supervisors tend to display higher levels of voluntarism and extra role behaviors at work. These findings have several theoretical and practical implications.
... According to Kristof-Brown et al.'s meta-analysis [21], multidimensional scales regarding PG fit have more robust relationships with employee work-related outcomes than values-based fit scales (i.e., job satisfaction levels). On the other hand, value-based fit demonstrated stronger relationships with affective work-related outcomes than multidimensional scales [2] (i.e., organizational commitment). ...
Purpose
By integrating insights from cognitive style literature and person-environment fit theory, our study aims to explore which type of entrepreneurs are more inclined to initiate humor behaviors, the circumstances under which such behaviors are more likely to be employed within entrepreneurial teams and the specific benefits of humor behaviors for initiators.
Design/methodology/approach
This paper analyzes humor behaviors in entrepreneurial teams through a three-wave time-lagged field survey of 227 entrepreneurs in China.
Findings
We find that entrepreneurs with higher creating style are more likely to exhibit humor, making them more popular within entrepreneurial teams. Additionally, the positive relationship is amplified in the presence of high levels of conflict.
Originality/value
Previous studies provide substantial evidence of the positive effects of humor behaviors on their recipients in the workplace; however, there has been limited focus on the antecedents of humor behaviors and the benefits for the humor initiators. Our study addresses the gaps by providing empirical evidence that creating style of entrepreneurs may promote humor behaviors, particularly in the context of conflicts within entrepreneurial teams, and such behaviors could elevate entrepreneurs’ social acceptance within teams.
As well as the facilitating impacts of technological developments in the globalizing world on human life, it is seen that they also provide sociological, psychological, cultural and behavioral changes. This new change in social and cultural life has revealed behavioral innovations in daily habits. Perhaps the most important of these behaviors is the bond established with social media and living within the axis of this bond. This new change in social life has affected daily habits. The new habits that people acquire also bring about different behavioral changes in working life. Examining the impacts of these changes has opened a new field for researchers. In this context, the present study aimed to investigate the mediating role of career satisfaction in the impact of person-organization fit on cyberloafing. To this end, a quantitative study based on the survey technique was conducted with employees and managers of manufacturing enterprises operating in Kayseri Organized Industrial Zone. According to the data obtained from the surveys from 430 manufacturing sector employees and managers, it was concluded that person-organization fit has a negative impact on cyberloafing, a positive impact on career satisfaction , and career satisfaction has a negative impact on cyberloafing. Also, it was found that career satisfaction mediates the insignificant relationship between person-organization fit and cyberloafing.
Purpose
Citizens can develop new products in the household sector (HHS), and although HHS innovations are generally valuable to others, they are seldom diffused by the innovator. In order to provide insight for the understanding of this diffusion failure, this article proposes to introduce the vocational and retirement perspective to consider how the innovator's chronological aging affects her diffusion channel selection. Commercial diffusion of HHS innovations allows older adults to continue a work-related identity. And, a satisfying work experience could enhance older adults' reliance on work for self-worth. Therefore, the relationship between the older HHS innovators and their commercial diffusion as well as the moderating effect of their person–organization (P–O) fit on this relationship was examined.
Design/methodology/approach
This study referred to the standard procedure and utilized a Japanese consumer panel to identify HHS innovators. The criterion of old age was set to 60+ years old. The hypotheses were tested with ordinary least squares regression analysis. The robustness of our findings was checked by analyzing two restricted samples.
Findings
In Japan, older adults are more likely to diffuse their HHS innovators commercially than to peers. This relationship is amplified when the older adults also perceived a P-O fit in their employer firm.
Originality/value
This paper adds to the evidence that older adults can be an important source of innovation. It – for the first time – points out that the vocational and retirement perspective can help researchers consider why a particular diffusion channel is selected and thereby provide insight for understanding when the diffusion failure of HHS innovation is alleviated. The moderating effect of the P–O fit originally suggests the “interdependent life spheres”, that is, older adults' work experience may affect their post-retirement life and their activity in the household sector.
Previous research found that religious individuals report higher well-being when they live in a religious country—that is, when there is an objective match—or when they perceive their country as religious—that is, when there is a subjective match. Objective and subjective person-culture matches are typically considered different operationalizations of the same phenomenon. The present research, in contrast, suggests that objective and subjective matches are two conceptually distinct phenomena, each independently contributing to higher well-being: Across 24 countries ( N = 10,195), individuals tended to experience higher global, psychological, and physical well-being when both objective and subjective matches were high. Notably, only objective (but not subjective) matches were related to higher social well-being and life satisfaction, whereas only subjective matches were related to positive affect. Thus, jointly investigating objective and subjective matches is crucial to avoid incomplete or even incorrect conclusions about person-culture match effects on well-being.
Job applicants often find themselves stuck in a dilemma when asked about their private information during interviews. In line with the consensus of both the privacy literature and conventional wisdom, applicants tend to answer such questions as they worry about the negative effects of rejection and are motivated to enhance their employment opportunities. In this research, we challenge this belief. Drawing on person–environment fit theory, we argue that for privacy‐sensitive jobs, interviewers tend to perceive applicants as having a higher level of person–job fit if they refuse to answer privacy‐related questions. We test these propositions with three experiments among experienced interviewers from the United States (Study 1) and China (Studies 2 and 3). Across all three studies, we find that when applying for jobs with high privacy concerns, applicants are perceived to match such jobs better if they refuse to answer privacy‐invasive questions. We discuss the implications of these results for privacy in the selection process.
Purpose
The main objective of this study is to assess kinship employee engagement as a mediating variable in the relationship between person–organization–fit (P-O Fit) and person–job–fit with turnover intention.
Design/methodology/approach
This research was conducted at creative industry micro, small and medium enterprises (MSME) in Yogyakarta, Indonesia. The number of respondents was 331 MSME employees. The distribution of questionnaires was carried out using offline and online systems through direct questions and Google forms. The data analysis tool used was structural equation modelling.
Findings
The findings of this study revealed that kinship employee engagement is proven to mediate the relationship between P-O-fit and P-J-fit on turnover intention.
Research limitations/implications
This research provides a new perspective on social exchanges, namely, exchanges that are intangible based on the relationship between employees, leaders and owners of micro and small medium enterprises (MSMEs) in the form of kinship employee engagement. Employees who feel P-O Fit and P-J fit with their organizations will exhibit positive behavior in the form of kinship employee engagement.
Practical implications
The first practical implication is that MSME superiors/owners must pay more attention to P-O fit; one way to do this is to assess P-O fit at the recruitment and selection stage. This may be useful for organizations that hire and retain employees whose goals and values closely match those of the organization. With regard to the P-J fit relationship, and turnover intention, which turns out to have a negative relationship, this finding has implications for the formulation of policies that should not only focus on increasing the knowledge, skills and abilities of employees but also on fulfilling their wishes. For example, providing employees with training, self-development opportunities, flexible working hours and competitive salaries will strengthen their level of compatibility with their jobs, which in turn will reduce the willingness of employees to leave their jobs.
Social implications
In social practice, kinship employee engagement can be applied to MSMEs. When MSME owners have limited funds, facilities, etc., to bind employees, they can apply kinship to employees so that they are more attached to MSMEs.
Originality/value
This study is among the first to introduce a new construct (kinship employee engagement) which is an extension of the engagement construct that is more specific and follows the MSME context, and is the first study to propose kinship employee engagement as a mediating variable in the relationship between P-O-fit and P-J-fit on turnover intention.
Die Entscheidung junger Menschen, sich intensiver mit Themen aus dem MINT-Bereich auseinanderzusetzen und darüber hinaus ihre eigene berufliche Perspektive in MINT-Berufen zu sehen, wird von vielfältigen Faktoren in schulischen und außerschulischen Kontexten beeinflusst. Der Beitrag skizziert eine geplante Studie, die Motive junger Menschen für oder gegen ein Engagement im MINT-Bereich beleuchtet. Im Rahmen der Erhebung wird die Dynamik von Bildungsentscheidungen sowie die Berufsorientierung der teilnehmenden Jugendlichen längsschnittlich nachgezeichnet. Das zentrale Forschungsinteresse dreht sich um die Fragen, wie sich junge Menschen zu MINT positionieren und welche Rolle schulische und außerschulische Erfahrungen dabei spielen. Zur Untersuchung dessen werden in einer quantitativen längsschnittlichen Erhebung zentrale Konstrukte der Berufsorientierung erhoben, zusätzlich wird eine Teilstichprobe qualitativ begleitet. Die qualitativen Daten erlauben tiefere Einblicke in individuelle Abwägungs- und Entscheidungsprozesse und lassen Rückschlüsse auf die Bedarfe junger Menschen zu, die bei der Ausgestaltung außerschulischer Angebote und Impulse berücksichtigt werden sollten.
The World Health Organization (WHO) defines stress as a “state of worry or mental tension caused by a difficult situation.” Burnout results from chronic occupational stress that has not been well managed, and is the result of both systemic and personal factors. Systemic structures and planning to optimize work environments are the focus of occupational stress models. To effectively manage stress and avoid the detrimental effects of neglecting both its acute and chronic consequences (such as decreased productivity, low morale, interpersonal conflicts, absenteeism, and other negative outcomes), it is essential to examine various occupational stress models to determine root causes and identify issues at the work unit level. [ Psychiatr Ann . 2024;54(10):e287–e291.]
The development of the knowledge age has triggered a transformation of the original organizational management methods of enterprises, and has also posed new challenges to the practice of knowledge management processes in enterprises. How can employees unleash their own value in a challenging employment environment? How to utilize one's surplus qualifications to realize one's own value? How can managers utilize employee qualifications to acquire and integrate effective knowledge from both internal and external sources, thereby achieving knowledge creation? How to effectively integrate with knowledge management processes to maintain the sustainable competitiveness of enterprises? This article is based on social cognitive theories at home and abroad and the development requirements in the new employment environment. Through sorting out domestic and foreign literature, it is found that in the future, with the continuous development of the knowledge age, the relationship and impact between employee surplus qualifications and knowledge management will become closer and more profound. In order to better respond to the challenges of the knowledge age, enterprises need to constantly pay attention to the discussion and exploration of the psychological cognition and knowledge management of overqualified employees in the organization, in order to lead the sustainable development and innovation of the enterprise.
Purpose
The aim of the study is to investigate the impact of job characteristics on gig worker performance in India. In addition, this study examines the role of work–life balance as a mediator in exploring the impact of job characteristics, namely, flexibility and job autonomy and person–job fit on gig workers performance among location-based gig workers.
Design/methodology/approach
A total of 266 responses were collected by gig workers using a questionnaire-based survey. The responses were analyzed using the partial least square structural equation modeling technique.
Findings
The study results indicate that factors of job characteristics and person–job fit significantly enhance the gig worker performance and also finds work–life balance as significant mediator. These results provide evidence for the hypotheses, which emphasizes that these aspects will have a beneficial effect on the performance of gig workers.
Originality/value
This research contributes to the field of the gig economy by empirically examining the study factors to understand the work dynamics in flexible work arrangements. Based on the findings, the gig platforms and policymakers can formulate strategies for establishing job design for enhancing work–life balance, which subsequently enhances gig workers performance.
Purpose
Drawing on the conservation of resources (COR) theory, we propose a mediated moderation showing how proactive personality (PP) and job crafting toward interests (JC-interests) influence the relationship between interest incongruence and cyberloafing.
Design/methodology/approach
We used a three-wave survey and collected data from 429 full-time employees working in different industries in China.
Findings
We found that interest incongruence was positively related to cyberloafing. Furthermore, this positive relationship was more significant when employees were low in PP or engaged in low levels of JC-interests. In addition, the moderating effect of PP was mediated by JC-interests.
Practical implications
These findings are helpful for organizations in figuring out how to mitigate the detrimental effects of interest incongruence by providing more support to proactive employees and implementing various JC interventions.
Originality/value
This study suggests that PP and JC-interests (resource gain strategy) could mitigate the positive effect of interest incongruence on employees’ cyberloafing.
Fit hypotheses are a common theme in psychological theories. Various theoretical approaches postulate that fit is also relevant for the within-person dynamics of personality states. A better understanding of these dynamics is important to comprehend the functioning of personality and its relations to relevant life outcomes. Two forms of fit are relevant for personality states: personality states that fit with characteristics of the current situation (state–situation fit) and personality states that fit with personality trait levels (state–trait fit). Both forms of fit are assumed to be related to more positive affect. In three intensive longitudinal studies (Sample 1: N = 194, 4,244 observations; Sample 2: N = 254, 7,667 observations; Sample 3: N = 374, 16,418 observations), we conducted moderated multilevel polynomial regression and response surface analysis to examine whether trait–state fit and state–situation fit were associated with state affect. Generally, there was no consistent evidence for state–trait fit, state–situation fit, or interactions between personality traits, personality states, and situation characteristics predicting momentary state affect. The analyses yielded several spurious significant fit and interaction effects that could however not be replicated in the other samples. Taken together, in one of the most comprehensive attempts to demonstrate fit effects in personality states to date, we could not find any consistent evidence for fit or interactions between personality traits, personality states, and situation characteristics predicting momentary affect. Furthermore, these findings emphasize the importance of replications and robustness checks when examining complex personality dynamics such as fit or interactions.
This study sought to achieve a dynamic person‐centered understanding of the various harmonious and obsessive work passion trajectories observed among a sample of nurses, as well as the connections between these two types of work passion trajectories. Moreover, it sought to document the predictive role of workload, unfairness, harassment, and supervisor support in relation to these harmonious and obsessive passion trajectories, as well as the implications of these trajectories for a variety of outcomes related to attitude (i.e., turnover intention), psychological health (i.e., perceived psychological health and work fatigue), and behaviors (i.e., work performance, presenteeism, and absenteeism). A sample of 622 nurses was surveyed six times over a period of five months. Our results revealed that harmonious and obsessive passion trajectories matched five primary profiles, similar across the two types of work passion. Workload, unfairness, harassment, and supervisor support were associated with these trajectories in a way that mainly supported our expectations. Trajectories characterized by higher levels of harmonious passion and lower levels of obsessive passion were associated with higher levels of perceived psychological health and work performance, and with lower levels of work fatigue, turnover intention, presenteeism, and absenteeism. Conversely, trajectories characterized by lower levels of harmonious passion and higher levels of obsessive passion were associated with the most negative outcomes.
The hospitality industry faces significant challenges in achieving sustainable performance, particularly amidst a rapidly changing market and environmental uncertainties. Unfortunately, previous studies have paid limited attention to this specific aspect of performance. This study explores the antecedents – organizational resilience, dynamic capabilities, agile leadership, and organizational ambidexterity – that contribute to sustainable performance among managers in this sector. A self-administered electronic questionnaire was used to collect primary data from 210 hotel managers at various levels in Makassar, Indonesia, following a purposive sampling approach. The relationships were analyzed using partial least squares structural equation modeling (PLS-SEM) with SmartPLS 4.0. The results indicate that organizational resilience and agile leadership significantly influence sustainable performance, while dynamic capability and organizational ambidexterity do not show a significant impact. Furthermore, both organizational resilience and dynamic capability are significant to organizational ambidexterity, and they also significantly contribute to agile leadership. These findings illuminate the critical determinants affecting sustainable performance in the hospitality sector, providing valuable insights for practitioners and policymakers aiming to enhance sustainability practices in the industry.
Aim
This study aimed to investigate the relationship between mindfulness among employees and their person-organisation fit, incorporating self-compassion theory and job embeddedness theory. Additionally, the study explores the mediating role of community fit and the moderating impact of workplace isolation on this relationship.
Background
In today's organizational landscape, mindfulness practices are prevalent. Despite evidence of positive outcomes for individual employees, the linkage between mindfulness and Person-Organisation fit (P-O fit) remains underexplored. This study addresses this gap, examining the intricate relationships among mindfulness, community fit, isolation, and P-O fit.
Methods
In this study, we have looked at the mediating effect of community fit between mindfulness and person-organisation fit, and the moderating role of isolation among the same using multiple regression and PROCESS macro. The data were collected from 153 Indian employees working in manufacturing industries in various roles.
Results
Findings have revealed a positive association between mindfulness and person-organisation fit. Community fit has been found to emerge as a significant mediator, and the study has identified the moderating effect of workplace isolation on the established connection between mindfulness and P-O fit.
Conclusion
This research study enriches the literature on mindfulness and P-O fit, emphasizing practical implications for human resource practitioners to use mindfulness as an effective HRM intervention, which can foster positive organizational outcomes.
As the number of Gen Z entering companies continues to increase every year, companies must understand the characteristics of Gen Z, especially how they participate in their careers in the company. The purpose of this study is to see how the mediation of Person Organization Fit impacts the influence of Employer Branding and Organizational Culture on Employee Engagement of Gen Z in Jakarta. For this study, this quantitative model was used to distribute questionnaires to Gen Z members who have lived and worked in Jakarta for at least one year. The online distributed questionnaire consisting of 84 statements was completed by 110 valid participants. SmartPLS was used to analyse the data through hypothesis testing and measurements were made using a Likert scale (5 points). The results showed that: (1) Employer Branding affects the Person Organization Fit of gen Z in Jakarta, (2) Employer Branding affects Employee Engagement of gen Z in Jakarta, (3) Organizational Culture affects the Person Organization Fit of gen Z in Jakarta, (4) Organizational Culture does not affect Employee Engagement of gen Z in Jakarta, (5) Person Organization Fit affects Employee Engagement in gen Z in Jakarta, (6) Person Organization Fit cannot mediate Employer Branding affects Employee Engagement in gen Z in Jakarta, (7) Person Organization Fit can mediate Organizational Culture affects Employee Engagement in gen Z in Jakarta.
The necessity of helping older employees achieve career success in the digital workplace has drastically increased. Drawing on self‐affirmation theory, we postulate that using enterprise social media (ESM) to conduct intergenerational knowledge sharing (IGKS) is a generativity and self‐affirmation behaviour in the digital workplace, and investigate how it would help older employees enhance job performance and thus achieve successful ageing at work. Study 1 (a three‐wave time‐lagged survey study with 262 older employees over 40 years old) demonstrates that, older employees' IGKS in ESM positively affects their job performance via personal needs‐job supplies fit. Perceived younger colleagues' knowledge disseminative capacity can weaken, but perceived younger colleagues' knowledge absorptive capacity can strengthen the above indirect effect. We replicated the first study's findings in Study 2 using a two‐wave survey with 161 older employees over 50 years old. Additionally, we found that older employees' IGKS in ESM positively influences their job performance via a serial mediation of organization‐based self‐esteem and needs‐supplies fit. Perceived younger colleagues' knowledge disseminative capacity can weaken, but knowledge absorptive capacity can strengthen the serial mediation relationship. These findings contribute to integrating IGKS and ESM literature to improve the theoretical framework of successful ageing at work.
Araştırma MEB’de görev yapan öğretmenlerin görüşleri doğrultusunda okul yöneticilerinin gösterdikleri liderlik stillerinin, öğretmenlerin sosyal cesaret davranışları üzerindeki etkisini belirlemeyi amaçlamaktadır. Sahip olunan liderlik stilinin, işyerinde sosyal cesaret davranışının gösterilmesinde bir öncül olup olmadığının tespitine odaklanılmaktadır. Araştırma, ilişkisel tarama modelinde betimsel bir çalışmadır. Araştırmanın örneklemini, 2022-2023 eğitim-öğretim yılında, ilk ve ortaöğretimde görev yapan öğretmenler arasından rastgele seçilen toplam 404 kişi oluşturmaktadır. Araştırmanın bulguları liderlik stili ile işyeri sosyal cesareti arasında orta düzeyde ilişki olduğunu göstermektedir. Liderlik stilinin işyeri sosyal cesaret davranışını etkilediği tespit edilmiştir. Bunun yanı sıra dönüşümcü liderlik ve etkileşimci liderlik stilinin, işyeri sosyal cesaretine etkisinin anlamlı olduğu ortaya çıkarken serbestlik tanıyan liderlik stilinin ise işyeri sosyal cesaret davranışını etkilemediği sonucuna ulaşılmıştır. Diğer bir sonuç da; liderlik stilinin, işyeri sosyal cesaret davranışının bir öncülü olduğu yönündedir.
In this study the authors compare career and work experiences of executive women and men. Female (n = 51) and male (n = 56) financial services executives in comparable jobs were studied through archival information on organizational outcomes and career histories, and survey measures of work experiences. Similarities were found in several organizational outcomes, such as compensation, and many work attitudes. Important differences were found, however, with women having less authority, receiving fewer stock options, and having less international mobility than men. Women at the highest executive levels reported more obstacles than lower level women. The gender differences coupled with women's lower satisfaction with future career opportunities raise questions about whether women are truly above the glass ceiling or have come up against a 2nd, higher ceiling.
Three types of supervisor–subordinate similarity were identified: (a) perceived similarity, perceptions of how similar the supervisor and subordinate are; (b) perceptual congruence, similarity of perceptions about behaviors important in receiving a high merit pay raise; and (c) actual similarity of individual characteristics. The relation(s) among the types of similarity and of each type with various employee outcomes were examined. Results supported the distinctions among types. Each type was related to subordinate performance. Results were less consistent for job satisfaction and pay ratings. Perceived similarity yielded the strongest relation with the dependent variables. The findings also suggest that similarity affects evaluations not only through bias, but also partly because of differences in supervisor–subordinate interactions.
In this longitudinal study on job search, fit perceptions, and employment quality, 113 graduates completed surveys prior to organizational entry and 4 months after entry. Job search behavior and career planning were positively related to pre-entry person-job (P-J) and person-organization (P-O) fit perceptions, and pre-entry P-J fit perceptions mediated the relationship between career planning and postentry P-J fit perceptions. P-J and P-O fit perceptions were positively related to job and organizational attitudes, and pre-entry P-J fit perceptions mediated the relationship between career planning and job attitudes. Further, the relationships between pre-entry fit perceptions and employment quality were mediated by postentry fit perceptions. These results indicate that P-J and P-O fit perceptions play an important role in linking job search to employment quality.
This study examined whether the relationship between reward structure and team performance is contingent upon task dimension, team composition, and individual performance level. Seventy-five four-person teams engaged in a simulated interactive task in which reward structure was manipulated. A competitive structure enhanced one task dimension, speed, whereas a cooperative structure enhanced accuracy. Teams with extroverted and agreeable members performed better under the cooperative structure, whereas teams low on these orientations performed better under the competitive structure. Finally, reward structure had more impact on team members with low performance.
Previous research on organizational commitment has typically not focused on the underlying dimensions of psychological attachment to the organization. Results of two studies using university employees (N = 82) and students (N = 162) suggest that psychological attachment may be predicated on compliance, identification, and internalization (e.g., Kelman, 1958). Identification and internalization are positively related to prosocial behaviors and negatively related to turnover. Internalization is predictive of financial donations to a fund-raising campaign. Overall, the results suggest the importance of clearly specifying the underlying dimensions of commitment using notions of psychological attachment and the various forms such attachment can take.
Work values have been receiving increased research attention. Ravlin, Meglino, and their associates have recently conceptualized and provided measurement of work values. Although the effects of work values on job satisfaction, commitment, and individual decision making have been studied, work values have not been explicitly linked to job choice decisions. Using a sample of professional degree students and a policy-capturing design, we examined the influence of organizational work values on job choice in the context of job attributes that have been shown to affect this decision process. Organizational work values significantly affected job choice decisions. Individuals were more likely to choose jobs whose value content was similar to their own value orientation.
This longitudinal study examines the development of leader-member-exchange (LMX) relationships via a model that extends and tests ideas presented but not yet fully tested in past theoretical models. New subordinates (n = 205) and their supervisors (n = 112) provided data that were used to test hypotheses stating that dyadic gender and personality similarity, member performance, and leader delegation would be incrementally and cumulatively related to LMX development. Support was found for relationships between the quality of leader-member exchange and positive affectivity similarity, performance, and delegation, but not for a relationship with gender similarity. In addition, it appears that good member performance may precede leader delegation.
The authors report the results of two studies that attempt to model antecedents of organizational citizenship behaviors in a personal selling context. They draw the antecedents from extant research and propose that the willingness to perform organizational citizenship behaviors is related to the job-related perceptions of the degree of organizational fit between the salesperson and his or her firm, level of leadership support, perceived fairness in reward allocation (i.e., distributive justice), and job satisfaction. They hypothesize and test direct and indirect relations with these constructs and organizational citizenship behaviors. Most of these relations were significant across the two studies.
In order for researchers to understand and predict behavior, they must consider both person and situation factors and how these factors interact. Even though organization researchers have developed interactional models, many have overemphasized either person or situation components, and most have failed to consider the effects that persons have on situations. This paper presents criteria for improving interactional models and a model of person-organization fit, which satisfies these criteria. Using a Q-sort methodology, individual value profiles are compared to organizational value profiles to determine fit and to predict changes in values, norms, and behaviors.
The Omnia Profile(R) is a popular tool used by organizations throughout New Zealand to assess job applicants' person-organization fit (P-O fit), person-job fit (P-J fit), and overall compatibility in personnel selection. Despite its popularity, however, this selection instrument has received virtually no prior research attention. The present study investigated the criterion-related validity of the Omnia Profile(R) using three criterion variables (job performance, job satisfaction and organisational commitment). It was carried out using a predictive validity strategy in two private-sector organizations (one in New Zealand and one in Australia). Results indicated that. contrary to expectation, the P-O fit measure correlated significantly with job performance, but not with attitudinal measures; and the P-J fit measure correlated significantly with both job satisfaction and organisational commitment, but not job performance. Combined overall compatibility scores failed to predict job performance (as used in practice), though they did predict attitudinal criteria. Theoretical and practical implications of the findings are discussed.
The present study examines the impact of organizational values and value congruency on satisfaction, commitment, and cohesion within a not-for-profit setting. Information for the study was collected from 387 highway and transportation department executives. The findings indicate that organizational values affect satisfaction, commitment, and cohesion. Moreover, value congruence (i.e., a fit between professed organizational values and the values deemed appropriate by employees) also impacts these behavioral variables. If organizations lack the values studies and/or value congruence is low, the study results indicate that action should be taken to change the organization's value orientation.
Understanding and predicting behavior in organizations requires a consideration of person and situation factors, and how these factors interact. This paper develops and longitudinally tests a model of person-organization fit (POF). POF is defined, and antecedents (selection and socialization) and consequences (commitment, performance, and tenure) are examined.
One outgrowth of the person-situation debate has been the use of fit or congruence models to explain work outcomes. In this study, the profile-comparison process, a Q-sort-based technique that provides an isomorphic assessment of job requirements and individual competencies, was used to assess person-job fit in 7 small samples representing a variety of jobs and organizations. The results show that overall person-job fit is strongly related to a number of outcomes, including job performance and satisfaction. Implications for the assessment of persons and jobs are discussed.
Interest in the problem of method biases has a long history in the behavioral sciences. Despite this, a comprehensive summary of the potential sources of method biases and how to control for them does not exist. Therefore, the purpose of this article is to examine the extent to which method biases influence behavioral research results, identify potential sources of method biases, discuss the cognitive processes through which method biases influence responses to measures, evaluate the many different procedural and statistical techniques that can be used to control method biases, and provide recommendations for how to select appropriate procedural and statistical remedies for different types of research settings.
This study investigated whether sex discrimination existed in recruiters' evaluations of applicants in real employment interviews and, if so, whether other variables could explain it. The variables examined were the perceived similarity of the applicant to the recruiter, the interpersonal attraction felt by the recruiter toward the applicant, and the applicant's objectively measured and subjectively measured qualifications. Applicant sex did not directly or indirectly affect recruiters' evaluations of applicants in campus interviews, providing no evidence of sex discrimination. Instead, subjective qualifications had a significant effect on evaluations and also mediated the effects of perceived similarity, interpersonal attraction, and objective qualifications on evaluations. Recruiters saw stronger subjective qualifications in applicants with high scholastic performance whom they viewed as similar to themselves and whom they liked. Perceptions of these qualifications, in turn, were the primary determinant of evaluations.
Six hundred fifty-two employees composing 51 work teams participated in a study examining relationships among team composition (ability and personality), team process (social cohesion), and team outcomes (team viability and team performance). Mean, variance, minimum, and maximum were 4 scoring methods used to operationalize the team composition variables to capture the team members' characteristics. With respect to composition variables, teams higher in general mental ability (GMA), conscientiousness, agreeableness, extraversion, and emotional stability received higher supervisor ratings for team performance. Teams higher in GMA, extraversion, and emotional stability received higher supervisor ratings for team viability. Results also show that extraversion and emotional stability were associated with team viability through social cohesion. Implications and future research needs are discussed.
We examined the impact of surface-level (demographic) and deep-level (attitudinal) diversity on group social integration. As hypothesized, the length of time group members worked together weakened the effects of surface-level diversity and strengthened the effects of deep-level diversity as group members had the opportunity to engage in meaningful interactions.
A study of 1,200 employees from five Chinese cities found support for the cross-cultural applicability of Karasek's job demands-decision latitude model. The highest anxiety and depression were related to high job demands and low control, and the highest job satisfaction and life satisfaction were related to high job demands and high control. However, there were individual differences in the interactive effects of job demands and control and group differences in the applicability of the model, suggesting that Karasek's model needs to be amended and extended to take individual and socioeconomic differences into account.
It was hypothesized that leader-member exchange (LMX) will moderate the relations between Person-Organization Fit (P-O fit) and both job and career satisfaction, and between P-O fit and commitment. Hypotheses were tested using a sample of 524 teachers from 30 high schools in Turkey. P-O fit was assessed using the Organizational Culture Profile (OCP). Moderated multiple regression results supported the hypotheses for job and career satisfaction, but not for organizational commitment. When teachers formed low quality LMX relationships with leaders, P-O fit was positively related to job satisfaction and career satisfaction. When teachers had high quality LMX relationships with leaders, P-O fit was not related to job satisfaction or career satisfaction. The results contribute to both the LMX and P-O fit literatures by demonstrating the complementary nature of LMX and P-O fit in explaining job and career satisfaction: It appeared that the formation of a high LMX relationship buffered the negative effect of low P-O fit on job and career satisfaction, while high P-O fit served to ameliorate the negative influence of low LMX on job and career satisfaction. It is suggested that future research examine interactions between LMX and P-O fit on other organizational outcomes, such as performance, turnover, and career success.
The authors report the results of two studies that attempt to model antecedents of organizational citizenship behaviors in a personal selling context. They draw the antecedents from extant research and propose that the willingness to perform organizational citizenship behaviors is related to the job-related perceptions of the degree of organizational fit between the salesperson and his or her firm, level of leadership support, perceived fairness in reward allocation (i. e., distributive justice), and job satisfaction. They hypothesize and test direct and indirect relations with these constructs and organizational citizenship behaviors. Most of these relations were significant across the two studies.
This study extends the previous research on creativity and person-environment fit by examining fit on the dimension of creativity and by incorporating both supply-value and demand-ability versions of fit. A fit between demands for creativity and abilities for creativity was related to lower strain and higher job satisfaction. However, the most impressive influence on outcomes was the environmental influence; particularly the influence of supplies for creativity. The version of fit examined also affected results. Supply-value and demand-ability versions of fit exhibited different relationships with outcomes. These results suggest that more research is needed to explore specific environmental conditions that encourage creativity in organizations.