An exploratory study identifying inclusion profiles and their relationship with well-being and organizational outcomes: a latent profile analysis

As the global workforce ages and multiple generations collaborate in workplaces, addressing the unique needs of diverse age groups becomes critical. Grounded in Social Cognitive Theory, this study examines how regulatory emotional self-efficacy in managing negative emotions serves as a crucial personal resource in protecting against interpersonal strain. It also explores whether this relationship varies between middle-aged and senior employees. Age-related improvements in emotional self-efficacy highlight its significance in shaping perceptions of workplace inclusivity, defined by the inclusive behaviors of social drivers: colleagues, supervisors, and top management. A total of 1068 employees from a leading European telecommunication organization completed online questionnaires measuring regulatory emotional self-efficacy, social drivers of inclusive workplaces, and interpersonal strain. Mediation analyses revealed that regulatory emotional self-efficacy is positively associated with perceptions of inclusive social drivers, which, in turn, are negatively related to interpersonal strain. Multi-group analyses demonstrated that the protective effects of regulatory emotional self-efficacy differ by age. While inclusive colleagues mediate the relationship across all age groups, inclusive top management is particularly significant for employees aged 45–54. These findings deepen the understanding of age-specific dynamics in fostering workplace inclusion and underscore the necessity of tailored organizational strategies to support employee well-being across the lifespan.

Spirituality at work has received much interest in recent years, and a stream of research notes its benefits beyond a trend. Despite the topic’s growing recognition, the research community raised the need for the integration of spirituality at work with traditional areas of investigation (Giacalone & Jurkiewicz, 2003). A potentially fruitful first step towards this involves use of person-organisation (PO) fit theory (Ashforth & Pratt, 2003; Sheep, 2004, 2006; Singhal & Chatterjee, 2006; Singhal, 2007). The purpose of this study is to build upon initial attempts towards this integration and to promote further acknowledgement of the potential benefits of incorporating spirituality at work into wider organisational psychology frameworks. This was achieved by integrating both PO fit and transpersonal psychology, and subsequently developing a theoretical model that investigates three questions: a) what antecedents lead individuals and organisations to seek spirituality at work?, b) what are the perceived spiritual preferences (needs) of individuals and how are those preferences fulfilled through the context of the workplace (supplies)?, and c) what are the consequences of meeting spiritual preferences (needs), as perceived by individuals? Using constructivist grounded theory, analysis of interview data from thirty-four participants located in organisations (one spiritual and three non-spiritual) across The Netherlands, Ireland, the United Kingdom and Portugal led to a theory in which I propose a core category of reconciling self as a critical factor of spirituality at work. Reconciling self captures the process whereby the self consistently attempts to maintain a congruent relationship with the ego and the environment, and this construct emerged as the primary concern for participants. Reconciling self was influenced largely by meaning and purpose and the need to connect to something larger than oneself, and through the organisation making a difference. The congruence or perceived fit within the workplace was captured through the action strategy conscious reconciling experiences; in the case where the immediacy of such expression was compromised, reconciling self was noted through the action strategy active adjustment. The action strategies were influenced through a set of intervening conditions that included a set of spirituality at work needs and supplies, through a context that emphasised attributes such as spiritual values, a culture that focused on openness and support, and relational leadership. The consequences of spirituality at work included benefits such as individual job satisfaction, positivity and self-realisation, and organisational outcomes as being a force for good and fostering employee commitment. The contribution of this study includes a new theoretical model concerning why, when, and how spirituality at work influences individual and organisational processes and outcomes. Such understanding contributes to better understanding of spirituality at work, and identifies ways in which PO fit occurs within a broader psychological context than that proposed in mainstream organisational psychology (i.e. through reconciling self influenced by meaning and purpose, the need to connect to something larger than oneself, and a set of spirituality at work needs). These findings reduce the PO fit gap. Implications of the study include the findings that spirituality at work creates positive outcomes, and insistence on the role of connecting to something larger than oneself implies individuals are always in the process of moving toward reconciling self. Organisations should consider their ability to harness latent human potential and transcendence by extending self-boundaries and developing the self. Limitations and future research directions are discussed.

PurposeThe purpose of this paper is to explore the relationship between fit (organization and job) perceptions and work engagement (WE).Design/methodology/approachThe authors deployed a two-wave survey among 377 clerical employees of the specialist lending division of a large UK bank, with the waves separated by 12 months.FindingsThe results show a positive relationship between person organization (PO) and person job (PJ) fit perceptions (at Time 1) and WE (at Time 2). Job satisfaction (JS) and affective commitment (AC) dual-mediate these relationships. The effect of PO fit on WE manifests primarily via AC, while the effect of PJ fit manifests primarily via JS.Practical implicationsThe study indicates that organizations should consider the fit of employees to their jobs and the organization when designing interventions intended to increase WE. Also, potential synergies exist between organizational interventions designed to influence employee attitudes focused on similar units of analysis: e.g., PJ fit with JS or PO fit with AC.Originality/valueThis study provides the first investigation of the dual-mediation, via JS and AC, of the effects of both PJ and PO fit on WE. Furthermore, the use of a time-lagged design strengthens the evidence for the novel hypotheses of this study and enables verification of findings in the extant literature.

Previous studies on human resource management have emphasized the relationship between high performance work systems (HPWSs) and organizational performance in strategic human resource management. The extant literature on the intermediate linkage between HPWSs and performance has yield only limited insights into the influence of the use of HPWSs on performance at the organizational level. Also, little attention has been paid to conceptual constructs such as person-organization (P-O) fit as a mediator between the HPWSs and organizational outcomes. Thus, this paper attempts to explore how the linkage of the HPWSs to P-O fit as a mediating variable leads to organizational outcomes. From the literature review, it is proposed that the congruence of workers with their organization positively affects organizational outcomes when it is linked to specific systems. The paper suggests that an organization can improve P-O fit not through control-oriented systems but through high commitment work systems. It concludes with a presentation of three principal propositions associated with HPWSs, P-O fit and organizational outcomes.

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Examining relationships between personality profiles and organizational health outcomes

Every organization is required to be able to maintain the affective commitment of its employees, because this will make employees have high loyalty and are willing to sacrifice for the benefit of their organization. The research object is PT. Real Glass Semarang, a company engaged in the manufacture of dark grey glass using modern technology,namely sheet glass and float glass. PT. Real Glass in order to continue to exist in the midst of intense competion with other comapanies engaged in the same field, the copany experienced a problm phenomenon, wh the affective commitment possessed by employees in the production section was low. It is suspected that is motivated by the low pn orgizati fit, quality of work life and career development in the company. The research objective was to determine the impact of person organization fit, quality of work life and career development on affective commitment partially and simultaneously and to find out wether job satisfaction strengthens the impact of person organization fit, quality of work life and career development on affective commitment.The population of this research is 88 employees who work in the production departement of PT. Real Glass Semarang, while the sampling technique is a cencus, where the entire selected population is used as a sample.The analysis technique used is multiple linear regression with Moderated Regression Analysis (MRA). The calculation results show that person organization fit, quality of work life and career development partially and simultaneously have a positive and significant impact on affective commitment. Job satisfaction partially strengthens the impact of person organization fit, quality of work life and career development on affective commitment. There needs to be a special policy from the management of PT. Real Glass Semarang in order to increasethe affectice commitment of production employees, by increasing employee job satisfaction, so that il will have a positive impact on increasing person organization fit, quality of work life and career development.Keywords : affective commitment, career development, job satisfaction, person organization fit and quality of work life

IntroductionPerson-environment fit has been a popular topic for long years [Schneider 1986; Holland 1997; Kristof-Brown, Zimmerman & Johnson 2005; Edwards 1991; Goodman & Svyantek 1999; Arthur et al. 2006; Greguras, Diefendorff 2009; Kim et al. 2013]. There have been a number of studies on POF and PJF and their associations with organizational and individual outcomes [Boon et al. 2011; Silverthorne 2004; Edwards et al. 2006; Greguras, Diefendorff 2009; Guan et al. 2010; Warr, Inceoglu 2012; Singhal, Chatter 2006]. Despite increasing number of studies conducted in topic of POF and PJF, there are still not adequate empirical findings about comparing POF and PJF in context of their relationships on individual and organizational outcomes, especially for blue color employees in a collectivist culture like Turkey. Therefore, study was conducted to examine which type of fit stronger related with individual outcomes (Person Organization Fit; POF, vs Person Job Fit; PJF).The paper is structured as follows. Firstly we define concepts, and then we did a critical literature review in order to present research questions and hypothesis background. Later we explain methodology part; including data collection, analysis and results. Finally we discussed findings, limitations merits, limitations, future research and made a conclusion.1.Literature review1.1.Defining conceptsPerson-environment fit is broadly defined as the compatibility between an individual and a environment that occurs when their characteristics are well matched [Kristof-Brown, Zimmerman & Johnson 2005, p. 281]. Different types of fit have been defined in literature such as POF, PJF, Person-Vocation fit, Person-Group fit and Person-Person fit [Kristof-Brown 2006]. Among various types of fit, POF and PJF are most studied ones [Aichia & Sackett 2005]. POF is defined as the compatibility between people and entire organizations [Kristof-Brown, Zimmerman & Johnson 2005, p. 285]. PJF is defined as congruence or match between a person's characteristics and those of job or tasks that are performed at work [Lee, Reiche & Song 2010]. Thus PJF is considered in two main perspectives, one of them is match of employees' knowledge, skills and ability with job requires and other is fit of employee's needs, desire and preferences with job itself [Kristof-Brown, Zimmerman & Johnson 2005].1.2.Extant research on person organization fit and person job fit.Meta-analysis results show that there is a negative relationship between IQJ and POF [Verquer, Beehr & Wagner 2003; Hoffman & Woehr 2006] and PJF (Kristof-Brown 2006; Hassan, Akram & Naz 2012]. Considering relationship between POF and performance, a meta-analysis results indicate that; POF had low correlations with overall job performance (.07) and task performance (.13), but moderate correlations with contextual performance (.27) [Kristof-Brown 2006]. Additionally Lin, Yu,& Yic [2014] and Farooqui & Nagendra [2014] found that there is a significant relationship between POF and performance. PJF has also a significant positive relationship with job performance [June & Rosli 2011]. These findings show that POF and PJF associate positively with performance and negatively with IQJ. Hence it is considered that instead of examining relationships of POF and PJF with critical variables, it might be useful to compare their association with individual outcomes (i.e., IQJ and PIP). Memon et al. [2014] emphasize that even though number of studies increase in topic of POF and PJF, they are examined usually separately. Lauver & Kristof-Brown [2001] stated that POF and PJF are distinct constructs. Therefore it is considered that more studies in context of comparing these two variables will contribute to understand these concepts better. As mentioned earlier of this manuscript, person environment fit has various types and each type of it represents different kind of compatibility with different aspects of fit. …

This study aims to (1) determine and analyze the effect of person-organization fit on affective commitment (2) to determine and analyze the effect of person-organization fit on job satisfaction (3) to determine and analyze the effect of job satisfaction on affective commitment (4) to be able to know and analyze the effect of job satisfaction that mediates person-organization fit on affective commitment. This research is causal. The population in this study were all employees of the Whiz Prime Hotel Khatib Sulaiman Padang, with a total of 51 people. The sampling technique used total sampling where the number of samples was the same as the population, namely 51 people. Collecting data using a questionnaire with a Likert scale. The analysis technique used is through the SmartPLS software. The results of this study found that: (1) person-organization fit has a positive and significant effect on the affective commitment of the employees of Hotel Whiz Prime Khatib Sulaiman Padang. (2) person-organization fit has a positive and significant effect on job satisfaction of employees of Hotel Whiz Prime Khatib Sulaiman Padang. (3) Job satisfaction has a positive and significant effect on the affective commitment of employees of Hotel Whiz Prime Khatib Sulaiman Padang. (4) person-organization fit has a positive and significant effect on employee affective commitment with job satisfaction as a mediating variable for employees of Hotel Whiz Prime Khatib Sulaiman Padang.

Depending on its type, the ethical climate of an organization has either beneficial or detrimental effects in the workplace. However, there is a lack of knowledge about the role of employees’ attachment to the organization and the coherency of values between employees and organizations in the relationship between different types of ethical climates and negative attitudes toward the organization. This cross-sectional study tested the mechanisms of the direct and indirect effects of ethical climate on organizational cynicism through person–organization fit, organizational pride, and affective commitment, attempting to determine the protective function of different ethical climates on organizational cynicism, which is an undesirable workplace phenomenon. The study focused on 1071 Polish employees from different business areas with contracts of employment. The results showed that an instrumental ethical climate had positive direct and indirect effects on organizational cynicism through all three mediators, person–organization fit, organizational pride, and affective commitment. Moreover, beneficial indirect effects of caring and independent climates on organizational cynicism through person–organization fit, organizational pride, and affective commitment were also confirmed. Law and code and rules climates were positively and indirectly related to organizational cynicism via organizational pride but not organizational affective commitment. Discussed the impact of different ethical climates on organizational cynicism and the beneficial role of person-organization fit, organizational pride, and affective commitment underlying this relationship, emphasizing the preventing function of organizational attachment, organizational pride, and values consistency between employee and organization in referring cynical attitudes in the workplace.

Objective - The purpose of this study is to investigate the relationship between trust in the leader and affective commitment as a mediator between servant leadership behavior and extra-role behavior. In addition, the study examines, whether person-organization fit has a moderating effect. Methodology/Technique - In total, 250 teachers of the border area responded to the research questionnaires, which were then analyzed using structural equation modeling with a partial least squares approach. Findings - The outputs of this study indicate an indirect influence between the principal servant leadership behaviors and extra-role behaviors among teachers, which was mediated by trust in the principal and the teacher's affective commitment to the principal. Furthermore, the results show a significant and direct relationship between servant leadership behaviors towards trust in the principal, affective commitment, and extra-role behaviors. Trust in the principal and teacher's affective commitment also had a significant and direct effect on extra-role behavior. However, the person-organization fit which moderates the effect of servant leadership behaviors on extra-role behaviors did not have a significant or direct effect on extra-role behaviors, in fact, it actually weakened the influence of servant leadership behaviors on extra-role behaviors. Novelty - The findings of this study suggest that trust in the principal and teacher's affective commitment has an important moderating effect which must be managed to strengthen the relationship between servant leadership behaviors and extra-role behaviors. Type of Paper: Empirical Paper. Keywords: Affective Commitment; Extra-role Behavior; Person-organization Fit; Servant Leadership Behavior; Trust in Leader. JEL Classification: M10. M11. M19.

While previous research has contributed to our understanding of the effect of person-organisation fit on a range of job outcomes (e.g., Chatman, 1989; Kristof-Brown & Jansen, 2007; Schneider, 1987), the relationship between person–organisation fit, perceived organisational support and job outcomes, such as job satisfaction and organisation commitment has not been fully explored. Further research examining the relationship between these variables is needed, particularly in organisational settings that experience high turnover such as hospitals. This study examined the relationship between person–organisation fit, perceived organisational support, job satisfaction and organisational commitment among employees in an Australian hospital setting. Person–organisation fit was assessed in terms of the fit, or congruence, between perceived organisational values and ideal organisational values. The study also examined the extent to which perceived organisational support moderated the relationship between person–organisation fit and job satisfaction and organisational commitment. Results showed that person–organisation fit and perceived organisational support were significant predictors of job satisfaction and organisational commitment. However, perceived organisational support was not a moderator in the relationship between person–organisation fit and job satisfaction and organisational commitment. Results also showed that perceived organisational support may be a stronger predictor of job satisfaction and organisational commitment than person–organisation fit, highlighting the importance of providing nursing and support staff with adequate support to carry out their work in hospital settings. The implications of the study are discussed and future research opportunities are highlighted.

Organizations nowadays face crucial business challenges, like globalization, profitability through growth, technology integration, intellectual capital management, continuous change. Seeking to survive in the turbulent environment organizations need to assess the complexity of environment and to choose strategic development directions which are concretized in organizational strategy. Every organization is guided by its strategy, by a design or plan for achieving an organization's policy goals and objectives, however the inequality between intended and implemented strategies exists (Mintzberg, 1978). Acknowledging this fact, the paper raises a question why organizations focus on difficulties by implementing their strategies and provides an insight into the aspects related to a successful implementation of an intended strategy into praxis. The fruitful strategy formulation and the effective strategy implementation require the coordination of multiple actors and their activities (Heide, Gronhaug & Johannessen, 2002). Whereas top management is responsible for the strategic and organizational decisions that affect the organization as a whole (Helfat, Harris & Wolfson, 2006) and line managers operate as an intermediary between strategic and operational organizational activities (McCarthy, Darcy & Grady, 2010), the interaction between these two key actors in order to minimize the gap between strategies is essential. Assuming that some aspects may affect the success of key actors interaction, the assumptions, which determine the nature of interaction are presented. The paper looks into four assumptions: organizational culture, organizational structure, communication and allocation of resources which discloses the complexity of interaction. The paper proposes the discussion concerning the top management and line managers interaction and the key dimensions of that interaction seeking to ensure the implementation of strategic directions into praxis. Whereas top management and line managers can cooperate in a various number of activities, some dimensions of interaction are more significant. Goals determination, strategy formulation and strategy implementation are three key dimensions where interaction between top management and line managers is in demand if the organization strives to translate strategic directions into praxis. Finally assessing the character of activity and the discussed assumptions, the theoretical aspects on interaction between top management and line managers were verified during the empirical research in educational organizations and is presented in this paper. This brings to conclusion that the interaction between top management and line managers implementing strategic directions into praxis should be considered as a central issue of management literature. The paper is based on the material of the Leonardo da Vinci innovation transferring project "Crossnational quality management in continuing learning for people with low educational attainment in the European context" ("Länderübergreifendes Qualitätsmanagement in der Weiterbildung für Personen mit niedrigem Bildungsstand im Europäischen Kontext") (No 2009-1-PL-LEO05-05039).http://dx.doi.org/10.5755/j01.ee.22.4.716

Top managers guide organizational strategy and practices, but their role in the employment of older workers is understudied. We study the effects that age-related workplace norms of top managers have on organizations' recruitment and retention practices regarding older workers. We investigate two types of age-related workplace norms, namely age equality norms (whether younger and older workers should be treated equally) and retirement age norms (when older workers are expected to retire) while controlling for organizational and national contexts. Data collected among top managers of 1,088 organizations from six European countries were used for the study. Logistic regression models were run to estimate the effects of age-related workplace norms on four different organizational outcomes: (a) recruiting older workers, (b) encouraging working until normal retirement age, (c) encouraging working beyond normal retirement age, and (d) rehiring retired former employees. Age-related workplace norms of top managers affect their organizations' practices, but in different ways. Age equality norms positively affect practices before the boundary of normal retirement age (Outcomes a and b), whereas retirement age norms positively affect practices after the boundary of normal retirement age (Outcomes c and d). Changing age-related workplace norms of important actors in organizations may be conducive to better employment opportunities and a higher level of employment participation of older workers. However, care should be taken to target the right types of norms, since targeting different norms may yield different outcomes.

Worktime control : theoretical conceptualization, current empirical knowledge, and research agenda