The Influence of Organizational Culture as Moderator between Person-Organization (P-O) Fit and Work Attitudes

S Senthil Kumar

doi:10.32890/ijms.18.1.2011.10201

Abstract

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.

Highlights

Beginning with Lewin’s (1951) proposition that behaviour is a function of both person and environment, researchers have developed various theoretical models to explain organizational behaviour
The results suggest that the positive effects of Person-Organization fit (P-O fit) on job satisfaction and organizational commitment are weakened by people-and control-oriented cultures, whereas creation-and market-oriented organizational cultures strengthened the positive effects of premise of the (P-O) fit on job satisfaction and organizational commitment
This study examined how environmental factors affect the positive relationship between P-O fit and work attitudes

Summary

Introduction

Beginning with Lewin’s (1951) proposition that behaviour is a function of both person and environment, researchers have developed various theoretical models to explain organizational behaviour. The basic premise of the (P-O) fit theory and research is that when characteristics of people and work environment are matched, positive organizational outcomes such as job satisfaction, organizational commitment, and reduced turnover intentions would result. Since several studies have provided theoretical justification as well as empirical evidence for the positive association between P-O fit and organizational outcomes. Results of these studies have generally shown significant positive relationships between P-O fit and work attitudes such as job satisfaction and organizational commitment (Chatman, 1991; O’Reilly et al, 1991)

Objectives

Methods

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Conclusion