Experimental Study on the Relationship Between Organizational Culture and Affective Well-Being at Work: Role of Person–Organization Fit

Organizational culture has been shown by organizational psychology to influence important aspects of staff behaviour. In particular, mismatches between staff perceptions of real and ideal organizational cultures have been shown to be associated with a range of negative outcomes for staff, such as stress, sickness and staff turnover. The present study investigates organizational culture in services for people with intellectual disabilities. The aim was to discover the prevalent organizational cultures in these services, and associations between organizational culture and staff outcomes. As part of a large-scale survey of staff in services for people with intellectual disabilities, information concerning organizational culture and staff outcomes was collected from 450 staff. A self-report measure of real and ideal organizational culture produced nine dimensions of organizational culture: (I) tolerant/staff-oriented; (2) achievement-oriented; (3) innovative; (4) analytical; (5) social relationships; (6) rewarding staff; (7) stable work environment; (8) demanding; and (9) conflict management. These nine dimensions of organizational culture showed generally adequate psychometric properties. While there was some variation in organizational culture across services, there is little variation across staff with different job titles. Overall, the staff rated real organizational cultures to be relatively high in achievement orientation and fostering social relationships, and relatively low in managing conflict and providing rewards for staff. Staff rated ideal organizational cultures to be high in rewarding staff, being tolerant/staff-oriented and fostering social relationships, and low in demands on staff. Except for the dimension of making demands on staff, where staff rated organizations as considerably higher than ideal, staff generally rated organizations as being less than ideal on all dimensions of organizational culture. Organizational psychology theory predicts that poor 'person-organization fit' (i.e. a greater mismatch between real and ideal organizational culture) will be associated with a range of negative staff outcomes. This theory was largely supported by findings of the present study. The implications for practice and for future research are discussed.

This study investigated 2 distinct aspects of positive wellbeing: affective wellbeing and eudaimonia with progression of aortic stiffness, an index of subclinical cardiovascular disease. A total of 4754 participants (mean age 65.3 years, 3466 men, and 1288 women) from the Whitehall II cohort study provided data on affective and eudaimonic wellbeing using subscales from the control, autonomy, self-realization and pleasure-19 questionnaire. Aortic stiffness was measured by aortic pulse wave velocity (PWV) at baseline (2008-2009) and 5 years later (2012-2013). Linear mixed models were used to measure the effect of affective and eudaimonic wellbeing on baseline PWV and 5-year PWV longitudinal change. A 1-SD higher eudaimonic wellbeing was associated with lower baseline PWV in men (β=-0.100 m/s [95% CI=-0.169 to -0.032]), independent of social, behavioral, and biological factors. This association persisted over 5 years. No such association was found in women (β=-0.029 m/s [95% CI=-0.126 to 0.069]). We did not find any association of positive wellbeing with change in PWV over time in either men or women. In older men, higher levels of eudaimonic wellbeing were associated with lower long-term levels of arterial stiffness. These findings support the notion that the pattern of association between positive wellbeing and cardiovascular health outcomes involves eudaimonic rather than affective wellbeing and is sex-specific.

Adaptability to the work environment affects employee's work attitude in the organization. This ability can be seen from the influence of person job fit, person organization fit, and organizational culture accumulating into employee work motivation. This study aims to examine the effect of person job fit, person organization fit and organizational culture on employee performance with work motivation as a mediating variable. The object of this research was BPRS Madina Yogyakarta and BPRS Bangun Drajat Warga Yogyakarta. In this quantitative research, the data were collected through a questionnaire distributed to employees of the two BPRS. The questionnaire involved 65 respondents and was analyzed using the SPSS 23. The results showed a positive influence between person job fit on work motivation, person organization fit had no effect on work motivation, organizational culture had a positive effect on work motivation, work motivation had an effect on positive effect on employee performance, person job fit brought a positive effect on employee performance, person organization fit had no effect on employee performance, and organizational culture had no positive effect on employee performance.

The hedonic view on well-being, consisting of both cognitive and affective aspects, assumes that through maximizing pleasurable experiences, and minimizing suffering, the highest levels of well-being can be achieved. The eudemonic approach departs from the concept of a good life that is not just about pleasure and happiness, but involves developing one-self, being autonomous and realizing one's potential. While these approaches are often positioned against each other on theoretical grounds, this paper investigates the empirical plausibility of this two dimensional view on subjective well-being. The interrelations between common measures such as the General Health Questionnaire, the CES-D inventory of depressive symptoms, the satisfaction with life scale and the eudemonic CASP scale are examined in a confirmatory factor analysis framework using the third wave of the English Longitudinal Study of Ageing (ELSA). A multidimensional structure of well-being, distinguishing cognitive, affective and eudemonic well-being, is shown to be the best fitting empirical solution. This three dimensional second order structure is neutral to gender in its measurement. A lower influence of feeling energetic on self-actualisation, and of somatic symptoms of depression on affective well-being was noted for respondents in the fourth age in comparison to respondents in the third age. These small measurement artefacts underline that somatic symptoms of later life depression should be distinguished from mood symptoms. Two main social facts are confirmed when we compare the different forms of well-being over gender and life stage: men tend to have a higher level of well-being than women, and well-being is lower in the fourth age than in the third age. Although the three measures are very closely related, with high correlations between .74 and .88, they each have their specific meaning. While affective and cognitive well-being emphasize the use of an internal yardstick to measure well-being, the eudemonic perspective adds an external dimension. As each measure has an own story to tell, we advocate the use of these multiple assessments of well-being.

The purpose of this study is to explore the relationships between person-organisation (PO) fit, person-job (PJ) fit, employee engagement, organizational citizenship behaviour (OCB) and employee performance. PO fit refers to opinions among employees abouthow well their unique traits are blended into the organizational culture, while PJ fit relates to the alignment between the employees interests and expertise and their job requirements.In different studies, the results of PO fit and PJ fit have a positive effect on organizational commitment, job satisfaction, and OCB. In addition, the role of employee engagement is also important to these the relationships. Employees involved in the organisation will have a special desire to lead to organizational progress, expressing high energy, motivation, intensity and anticipation in line with organizational objectives. Despite being an interesting topic in the science of management, there are still a few who examine these relationships. In-depth, the results of this study can provide the meaningful inputs to the work environment.

Although the positive effect of Person-Organization fit (P-O fit) on work attitudes is well known, research into the environmental factors that affect P-O fit’s salience in predicting work attitudes is in its infancy. This study examined the moderating effects of organizational culture in the relationship between P-O fit and work attitudes such as job satisfaction, and organizational commitment in the national culture context. Results from a sample of 173 managerial-level employees from 7 organizations in India suggest that organizational culture either strengthens or weakens the positive relationship between P-O fit and work attitudes depending upon its alignment with national culture. In the Indian cultural context, it is found that people and control-oriented organizational cultures that are isomorphic with national culture weaken the relationship between P-O fi t and work attitudes. Whereas creation and market-oriented cultures that are non-isomorphic with Indian national culture strengthen the positive relationship between P-O fi t and work attitudes. Results of this study have implications in employee selection, socialization and organizational culture management. Keywords: Person-organization fit, organizational culture, national culture, job satisfaction, organizational commitment.

Positive psychological well-being is associated with reduced risk of chronic illnesses. Biological risk factors may contribute to these effects, although sex differences may be present. Two aspects of well-being can be distinguished: affective well-being (happiness and pleasure) and eudaemonia (sense of autonomy and purposeful engagement with life). We evaluated relationships between both affective and eudaemonic well-being and biological measures in a large sample of older people. This cross-sectional study analyzed the English Longitudinal Study of Ageing, a nationally representative cohort aged 50 years or older. In this study, 7795 participants completed positive well-being and depressive symptom measures. Waist circumference, dehydroepiandosterone sulfate, C-reactive protein, fibrinogen, high-density lipoprotein cholesterol, plasma triglycerides, and peak expiratory flow were assessed. In men, affective well-being was associated with smaller waist circumference (B = -0.206, p < .001) and greater levels of dehydroepiandosterone sulfate (B = 0.072, p = .003). Affective well-being in women was related to lower concentrations of inflammatory markers (C-reactive protein and fibrinogen, B = -0.242 and -0.024, respectively, p < .001) and greater high-density lipoprotein cholesterol (B = 0.011, p = .017). Both men and women showed associations between well-being and lower levels of plasma triglycerides (B = -0.032, p < .001) and better lung function (B = 3.594, p < .001). Associations were independent of age, marital status, socioeconomic circumstances, body mass, smoking, limiting long-standing illnesses, health indicators, and depressive symptoms. Similar results were obtained for eudaemonic well-being. Positive psychological well-being has biological correlates that may be health protective, with distinctive patterns for men and women.

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.

In the past two decades, researchers have implied organizational success was contingent on the compatibility between employees and organizations, known as person-organization (PO) fit. The lack of congruence between employees and their organizations may result in employee turnover. Although the body of literature in the human resources management and organizational development is vast, the hospitality literature demonstrates a need for further research in PO fit and employee turnover intention. The purpose of this research study was to assess several relationships pertaining to hotel organizational culture, employee personality types, PO fit, and turnover intention. Data were collected by using items from Dawson, Abbott and Shoemaker’s (2011) hospitality culture scale, Edward (1991), Cable and Judge (1996) and Piasentin and Chapman (2006) PO fit items, Roodt’s (2004) turnover intention scale and Porter’s (2005) strength deployment inventory. Lastly, demographic characteristic items were included. A response rate of 34% (N = 231) was received on a paper questionnaire sent to hourly and non-hourly employees from 14 upper-upscale hotels located throughout the southern region of California. Data were analyzed using descriptive statistics, Pearson’s coefficient correlation analysis, regression analysis, independent samples t-test and Analysis of Variance (ANOVA) to answer five research questions. A correlation was found between hotel organizational culture and employee personality type [r (226) = .301, p < .001]. Multiple regression showed hotel organizational culture [t (225) = 15.448, p < .001] statistically significantly predicted PO Fit [F (1,224) = 238.635, p < .001]. Regression showed personality type [t (225) = 5.189, p < .001] statistically significantly predicted PO fit [F (1, 227) = 26.930, p < .001]. An inverse relationship was found between PO fit and employee turnover intention [r (226) = -.759, p <

In the case of high person-organization fit and person-job fit, members of the organization can not only demonstrate their actual work ability for the job but also give a positive attitude toward the basic job attitude. Public institutions that are pursuing publicity and efficiency at the same time place importance on how much individual competencies, values, and attitudes satisfy the organization's culture, job skills, and necessary knowledge from the selection process. In this respect, the need to analyze the influence of person-organization fit and person-job fit on organizational performance is raised. Since person-organization fit and person-job fit are closely related to organizational culture, this study aims to study that person-organization fit and person-job fit can have direct effects on organizational performance as well as the mediating effects on the relationships between person-organization fit and person-job fit and organizational performance. In order to achieve the purpose of the study, the analysis was based on the survey data of 197 people, excluding those who responded insincerely among the survey responses conducted from September 2019 to December 2021. The main analysis results of this study are as follows. First, it can be seen that both organizational culture, that is, group culture and hierarchical culture, have a positive influence on organizational performance. Second, the influence of person-organization fit and person-job fit on organizational culture is found to be significant. Third, there is a difference in the influence of person-organization fit and person-job fit on organizational performance. It cannot be argued that perosn-job fit has a direct positive influence on organizational performance, whereas person-organization fit directly affects organizational performance. However, it turns out that the complete mediating effect of organizational culture exists in the relationships between person-organization fit and organizational performance.

The concept of organizational culture is significant in the study of organizational behaviour and has increasingly become a vital area of interest in academic research. Organization culture recognizes the contributions of the employees in an organization, and provides holistic understanding of what is to be achieved, how goals are interrelated, and how each employee could attain organizational goals. Organizational culture is an important factor used to determine how well an employee fits into their organizational context, and it has been asserted that a good fit between the employee and their organization is vital for organisational success. The main purpose of the study was to examine the effects of organisational culture on person organisation fit and employee commitment. Simple random sampling technique was adopted to gather responses from the respondents. The study revealed that organisational culture has a positive and significant effect on person organisation – fit and employee commitment. Moreover, it was identified that organisational culture fully mediates on person organisation-fit. Based on this, the study recommended that organizational policies regarding culture should be clear for understanding by the employees. Along this line, organization should have a flexible culture and top management should use decentralized technique of management so that employees at low level have authority and power to make decision regarding problem they encounter at their level of authority.

With the growing importance of working life it is necessary to study the variables to improve individual work and business. Adopting an experimental design, handling four cultural orientations and a sample of 150 employees of a multinational company, this study was designed in order to explore the impact of organizational culture on labor well-being (affective and cognitive), the impact of person-organization fit in the well-being and how the relationship between organizational culture and well-being is moderated by person-organization fit. Although the results did not revealed significant interaction effects, cultures of support and innovation promote comfort, enthusiasm, general emotional well-being and job satisfaction of individuals, unlike the cultures of rules and objectives.As for the adjustment, the results showed that the higher the adjustment levels of person-organization, the greater comfort, enthusiasm, general well-being and satisfaction will be.

Physician well-being has rapidly become an important area of interest given that reduced well-being can have a negative effect on patient outcomes. The majority of studies in this area have focused on impairment, and research on skills and processes that allow physicians and resident physicians to achieve and maintain adequate levels of well-being has been limited. As such, the purpose of the present study was to adopt a positive psychology approach to investigate well-being as more than the presence or absence of dysfunction. It aimed to examine the link between self-regulation capacity, an important self-management skill, and psychological and affective well-being among physicians and resident physicians. A total of 132 Canadian physicians and resident physicians completed online questionnaires assessing their levels of psychological and affective well-being and self-regulation capacity in order to determine if there were significant differences in well-being between physicians and resident physicians with high and low self-regulation capacity. Physicians and resident physicians had moderate and high levels of self-regulation capacity, respectively. While both groups were generally high in psychological well-being, they had average levels of positive and negative affect. Between-subject MANOVAs confirmed the hypothesis that high self-regulating physicians and resident physicians have higher levels of psychological well-being and positive affect compared to those with lower levels. However, those higher in self-regulation capacity did not have lower negative affect, nor did physicians have significantly higher levels of psychological and affective well-being than resident physicians. Results do not support some of the literature suggesting that physicians are highly distressed and cannot manage the demands of their profession. The positive significant association between the physicians and resident physicians' self-regulation capacity and well-being implies that nurturing self-regulation skills within this population could potentially be one way to help them adapt to meet the evolving demands of the medical profession.

Previous studies have predominantly viewed affective variability as detrimental to well-being, suggesting an unstable emotional state. However, research on early warning signs of affective disorders suggests that affective variability may also be adaptive, particularly when individuals' affective well-being is low. Here, we sought to test that greater affective variability would predict increased affective well-being over time (Hypothesis 1), or that better affective well-being would lead to lower affective variability over time (Hypothesis 2), and that the first relationship would be stronger for individuals with low prior levels of affective well-being (Hypothesis 3) and weaker for individuals high in neuroticism (Hypothesis 4). We tested this set of hypotheses by reanalyzing 14 ambulatory assessment data sets (N = 2,374 participants with 25,478 observations at the day level). Our integrative data analysis revealed that greater affective variability at time t₁ was significantly associated with better subsequent affective well-being at time t₂ at the day and year level. In addition, this association was significantly moderated by initial levels of affective well-being and by neuroticism, although the evidence for the latter was limited. These findings highlight the importance of distinguishing between within-person processes and between-person differences: Experiencing greater affective variability relative to others may indicate a lower level of overall affective well-being. At the same time, experiencing greater affective variability when feeling lower than usual may signal the potential for improvement in one's affective experience. (PsycInfo Database Record (c) 2026 APA, all rights reserved).

Person–organization (culture) fit and employee commitment under conditions of organizational change: A longitudinal study