A Longitudinal Investigation of Person–Organization Fit, Person–Job Fit, and Contextual Performance: The Mediating Role of Psychological Ownership

Abstract

In this study we present new insights into the relationships surrounding employees’ feelings of psychological ownership (PO) at work and the resulting effects on contextual performance. Characterized by a feeling of possession, PO has been theorized to have positive influences on the attitudes and behaviors of employees. To explore PO’s effects, we conducted a three-stage questionnaire survey of employees and their supervisors at a multinational pharmaceutical company in Taiwan. To help attenuate the errors associated with common method variance that trouble most studies using simultaneous data, a longitudinal approach was taken to investigate the relationships between person–organization fit, person–job fit, and PO. During the first stage of data collection, 330 questionnaires were sent to employees, and 168 (51%) valid questionnaires were returned. During the second stage, questionnaires were sent to the 168 employees who had responded to the first-stage survey. There were 134 (80%) valid questionnaires returned. Finally, during the third stage, questionnaires were sent to the supervisors of all 134 employees who had responded to the second-stage survey. There were 88 (66%) valid questionnaires returned. Findings reveal that person–job fit was significantly related to PO, and PO was significantly related to contextual performance. However, contrary to predictions, person–organization fit was positively, but not significantly, related to PO. We conclude by discussing the implications of these findings for both academics and practitioners and make suggestions for future research.