Similar but different? The influence of job satisfaction, organizational commitment and person-job fit on individual performance in the continuum between permanent and temporary organizations

Abstract

Permanent organizations and temporary organizations, such as projects, represent two poles of a continuum of organizational temporariness. The literature has shown that organizational temporariness can influence organizational outcomes and employee behavior. Using a sample of 341 members of temporary organizations, we investigate job satisfaction and organizational commitment in a permanent organization and person-job fit in a temporary organization as antecedents of employee performance. We further examine how the degree of organizational temporariness moderates these relationships. The findings show that job satisfaction and organizational commitment negatively influence employee performance in a work environment shaped by the coexistence of a permanent organization and a temporary organization, in opposition to their known effects in permanent organizations.