Organization Fit Research Articles

Pengaruh Person Organization Fit terhadap Employee Outcomes dengan Job Satisfaction sebagai Variabel Intervening

This study examines the factors that influence employee outcomes, using the dimensions of person organization fit, namely the values congruence, personality congruence, work environment congruence, and job satisfaction as an intervening variable. This research belongs to the category of conclusive research that seeks a causal relationship between person organization fit and employee outcomes through job satisfaction. There are 7 hypotheses proposed to prove the direct or indirect effect between the independent and dependent variable through the intervening variable. Data was collected using a survey method with data collection tools in questionnaires distributed to administrative employees at private universities in Surabaya as many as 104 respondents. After the data is collected, then it is processed and analyzed using SEM-PLS 3.0. Based on the results of the analysis and discussion of the relationship between the factor of person-organization fit and employee outcomes (EO) which in this study is proxied by organizational commitment (organizational commitment), the integrative conclusion of this study is that person organization fit (PO fit) can affect employees outcome either directly or through job satisfaction as an intervening variable

Organisation Pursuit Intention Through Perceived Employer Brand, Person Organisation Fit and Perceived Organisational Prestige

Organisation Pursuit Intention Through Perceived Employer Brand, Person Organisation Fit and Perceived Organisational Prestige

Towards Sustainable Corporate Attraction: The Mediating and Moderating Mechanism of Person–Organization Fit

With the burgeoning “war for talent”, attracting the right workforce has become a major key checkpoint for a firm’s sustainability. The main purpose of this study was to predict prospective employees’ organizational attraction by integrating person–organization (P–O) fit perceptions and the theory of planned behavior (TPB) into a single framework. Although many studies have reported inconsistent results for the impact of subjective norms and self-efficacy on intention in the TPB framework, adequate empirical research on applicant attraction for this theoretical phenomenon is still unavailable. This may be the first study that examined the mechanism of how and when the TPB model becomes more instrumental with subjective P–O fit perceptions. With a sample of 335 young job seekers in Bangladesh, the study examined the research hypotheses related to the TPB and P–O fit using path analysis with AMOS, a structural equation modeling (SEM) program. The results showed that P–O fit partially mediated the relationship between self-efficacy and job search intentions. Observably, P–O fit significantly moderated the relationship between subjective norms and job search intentions in such a way that the impact of subjective norms was stronger for individuals with a lower level of P–O fit but slightly weaker for those with a higher level of P–O fit. In line with the research findings, some notable theoretical contributions and practical implications for HR professionals have been discussed.

أثر التوافق بین الفرد وبیئة العمل على الأداء الابتکاری للمنظمة – دراسة میدانیة The impact of person-environment fit on the organization's innovative performance - A field study

استهدفت هذه الدراسة فهم تأثير التوافق بين الفرد وبيئة العمل (P-E Fit) على الأداء الابتکاري للمنظمة بشکل أفضل، ولتحقيق هذا الهدف تم استکشاف التأثيرات المباشرة لأبعاد التوافق بين الفرد وبيئة العمل (التوافق بين الفرد والوظيفة - التوافق بين الفرد والمنظمة - التوافق بين الفرد وجماعة العمل - التوافق بين الفرد والمشرف) على الأداء الابتکاري للمنظمة. وقد أجريت الدراسة على عينة من 77 مديرا يعملون في شرکات دولية في مصر، وأشارت نتائج تحليل الانحدار المتعدد القياسي إلى أن الأبعاد الأربعة للتوافق بين الفرد وبيئة العمل أثرت بشکل إيجابي على الأداء الابتکاري للمنظمة. The aim of this study was to better understand the Impact of Person-Environment Fit (P-E Fit) on the Organization's Innovative Performance. To achieve this goal, direct effects of PE fit dimensions (Person - Job Fit, Person - Organization Fit, Person – Group Fit, Person - Supervisor Fit) on Organization's Innovative Performance were explored. The study was conducted on a sample of 77 managers working in international firms in Egypt. The results of the standard multiple regression analysis indicated that the four dimensions of PE fit were positively effected on the Organization's Innovative Performance.

The Effects of Person–Organization Fit and Turnover Intention on Employees’ Creative Behavior: The Mediating Role of Psychological Ownership

Some recent studies have examined the behavioral antecedents of employees’ creative behavior. However, the potential role of psychological ownership is rarely taken into consideration. This study specifically examines the mediating role of psychological ownership in the relationship between person–organization (P–O) fit and turnover intention on the one hand and employees’ creative behavior on the other via a survey in Turkish organizations. Findings based on the data from 969 employees in Istanbul and Western Anatolia indicate that P–O fit is positively related and turnover intention negatively related to both psychological ownership and creative behavior, and that psychological ownership plays a full mediating role in these relations. Psychological ownership has a central role in employees’ creative behavior; it should thus be augmented together with its antecedents if managers wish to foster creative behaviors among their employees.

An Examination of Sport Management Doctoral Programs and the Organizational Environment Through Person–Environment Fit Theory

Scholarly literature focusing on organizational environments and organizational fit highlights the importance of a Multi-Fit perspective, which includes person–environment fit, person–culture fit, and person–vocation fit. However, relatively few scholars in sport management have focused on the organizational environment that includes sport management faculty and doctoral students. Therefore, the purpose of this study was to examine sport management doctoral programs to evaluate how sport management faculty and sport management doctoral students assessed the academic environment. Findings from 15 sport management faculty and 13 doctoral students resulted in three distinct overarching themes: (a) initial evaluations from person–environment fit, (b) fitting in with person–culture fit, and (c) the gap in person–culture fit. Moreover, subthemes emerging from faculty were (a) coachable, (b) well-roundedness, (c) experience, (d) research interests, and (e) statistical knowledge. Subthemes emerging from sport management doctoral students were (a) funding, (b) initial contact, (c) geography, (d) foundation, and (e) cohort mentality. The findings of this study have significant importance to the sport management academy as scholars have suggested approximately 50% of doctoral students fail to receive their degree, and cohort entrance and exit attrition may be as high as 85%. Therefore, the goal of this study was to increase the extant knowledge pertaining to person–environment fit and the sport management doctoral matriculation and enrollment process between sport management faculty and sport management doctoral students.

Research on the influence of job embeddedness on individuals with different initiative

‘How to improve individual initiative’ has become an important subject facing current researchers and practitioners. This study attempts to answer this question from the perspective of on-the-job embeddedness based on social cognitive theory, organization attachment theory and cognitive neural experiment. We revealed the differences in the effects of three dimensions of on-the-job embeddedness on individuals with different initiative by event-related potential (ERP) cognitive neural experiment. The experimental results showed that the effect on high-initiative individuals was in the descending order of organization fit, organization link, organization sacrifice; the effect on general-initiative individuals was in the descending order of organization link, organization fit, organization sacrifice; the effect on low-initiative individuals was in the descending order of organization sacrifice, organization link, organization fit. The ultimate goal is to put forward management strategies for individuals with different initiative from these three dimensions, to promote their initiative level and active participation in production activities.

Investigating the relationship between person–environment fit and safety behavior: A social cognition perspective

Introduction: This study explored the relationship between person–job fit and safety behavior, as well as the mediating role played by psychological safety, from the perspective of social cognitive theory and person–environment fit theory. Method: A total of 800 employees from petroleum enterprises were recruited, with cluster random sampling used to collect data in two stages. Results: The results showed that employees’ safety behavior is higher under the condition of “high person–job fit—high person–organization fit” than under that of “low person–job fit—low person–organization fit.” In other words, the more congruent the level of person–job fit and person–organization fit for a given employee, the higher their level of safety behavior. Practical Applications: Psychological safety plays a mediating role between the congruence of both person–job fit and person–organization fit and employees’ safety behavior.

Public service motivation and proactive behavioral responses to change: A three-way interaction

I applied person–organization fit theory to examine the conditional effect of public service motivation on turnover intention and responsible behavior, as two types of change-related proactive behavioral responses. Respondents were 462 public sector employees. The results show there was an association between public service motivation, and turnover intention and responsible behavior, but affective commitment to change did not moderate these relationships. However, employment relationship and affective commitment to change had a joint negative moderating effect in the public service motivation–turnover intention relationship, such that temporary (vs. permanent) public sector employees with low affective commitment to change and low public service motivation were more likely to have high turnover intention during public sector reform. My results provide a theoretical and practical reference for the selection of public sector employees with characteristics that will ensure public sector change success.

The Influence of Person Organizational Fit and Person Job Fit on Performance Mediated by Innovative Work Behaviors of Employees of PT Pos Indonesia DC Plemburan Yogyakarta, Indonesia

This study discusses the effect of person organization fit and person job fit on employee performance through innovative work behavior as mediation. The variables in this study are person organization fit, person job fit, innovative work behavior, and employee performance. This study uses a purposive sampling technique with the following criteria: permanent employees who work for at least 1 year. Respondents in this study amounted to 105 employees. The test tool used is SPSS version 25 with Path Analysis, and Sobel Test. The results of this study indicate that person organization fit and person job fit have a significant positive effect on innovative work behavior, innovative work behavior has a significant positive effect on employee performance.

Support or evaluate? The multifaceted role of supervisors during the newcomer socialization process

This study develops theory related to how the socialization process occurs from the supervisor's perspective. Using interview data from 102 supervisors, we find that most supervisors simultaneously evaluate (using monitor behaviors) and promote (using inform and support behaviors) newcomers' fits. Supervisors do so by switching their focus three times: first, from general employability to person–group fit; second, from person–group fit to person–job fit; and third, from person–job fit to person–organization fit. We observed variations in the order in which supervisors evaluated and promoted newcomers' types of fits. However, we found that supervisors evaluated and promoted newcomers' fits consistently following the same order in terms of fit paradigms: first adopting a demands–abilities fit paradigm, then a needs–supplies fit paradigm, and finally a value congruence fit paradigm. We contribute to the socialization and fit literatures.

Critical Risk Factors of Joint Venture Projects in the Oil and Gas Industry

The Oil and Gas (O&G) industry is one of the riskiest, most dynamic and challenging industries and plays a vital role in every nation’s economy. Like any other major industry, O&G is exposed to a host of both predictable and unpredictable risks. Joint venture projects (JVP) are often regarded as a risky business as there is a high failure rate among them because of the complexities involved. This paper aims to identify the critical risk factors (CRFs) of JVPs for O&G between Malaysia and Thailand. Via systematic literature review (SLR) the risk factors for O&G and JVPs around the globe are identified and a set of questions relating to them were designed and used in a pilot study. A total of 15 respondents from different background experiences working in O&G JVPs were requested to answer the designed questionnaire during the pilot study. The questionnaire survey passed the required Cronbach Alpha value of 0.6 with a score of 0.98. The data collected involved 170 respondents currently working or have worked in O&G JVPs. The relative importance index (RII) for each risk factor’s (RF) value was quantified and the RFs ranked based on the value. A RII value exceeding 60% is considered to have agreement and of importance to the respondents. The RII value can be used as an indicator to rank the RFs from the most to the least critical. The CRF categories determined in this study are environmental, cultural and social, and organisation. Under environmental, the main CRFs are losses due to fluctuations in exchange rates/interest rates. For cultural and social, the main CRFs are problems associated with cultural differences and cooperation. Organisational issues related to organisational fit, incompetent project management team, difficulty in finding and keeping skilled workers, and low worker productivity. All the listed RFs underwent a comprehensive study on their impact and probability of occurrence to determine the best processes, methods, and tools for managing the risks. It is recommended that key players in the O&G industry consider all the RFs of JVPs during the risk management evaluation stage.

Climate change: An increase in norms for inclusion predicts greater fit and commitment for women in STEM

In male-dominated STEM fields, workplace culture is often cited as a factor for women’s attrition. In the present research, we used longitudinal field data to examine how changes in the perceived normative support for gender-inclusive policies and practices over 6 months relate to changes in women’s and men’s experiences of fit and commitment to their organization. Longitudinal analyses of survey data from a sample of 181 engineers revealed that increased perceptions of support for gender-inclusive policies and practices predicted increased organizational commitment only among women, an effect that was mediated by an increase in organizational value fit. Additional analyses suggest that perceptions of change in normative attitudes toward inclusive policies were more predictive of women’s organizational commitment than the awareness that the policies were in place or that one has personally benefitted from them. The implications of an inclusive workplace culture for supporting women’s retention in STEM are discussed.

The Quantitative Examination of the Relationship Between Job Satisfaction and Organizational Fit in Athletic Trainers.

Athletic trainers' (ATs') job satisfaction has been extensively researched, yet little is known about how satisfaction relates to organizational culture. To examine ATs' level of job satisfaction with and organizational-fit perceptions of their employment setting. Cross-sectional study. Web-based questionnaire. A total of 5704 ATs (full-time employment, nonacademic appointment) were contacted via email; 841 participants began our survey (access rate = 14.7%), and 285 completed it (5.0% response rate; 33.9% completion rate). Demographic characteristics were men = 107 (37.5%), women = 178 (62.5%); age = 34.8 ± 9.9 years; and employment setting = 34.7% (n = 99) from National Collegiate Athletic Association Division I, 18.9% (n = 54) from Division II, 29.5% (n = 84) from Division III, and 16.9% (n = 48) other. Participants responded to an online survey consisting of demographic questions, a 36-item Likert-scale Job Satisfaction Survey, and the Cable and Judge revision of the O'Reilly, Chatman, and Caldwell 40-item ranking Organizational Culture Profile survey. Multiple linear regression models for total or subscale job satisfaction were used to analyze the data. All models adjusted for the same demographic measures, and the independent variables of interest were created from the organizational culture survey responses. Coworkers (minimum [min] = 9, maximum [max] = 24, ρ = .79), communications (min = 9, max = 24, ρ = .78), and work itself (min = 4, max = 24, ρ = .71) were most correlated with the total job satisfaction score (min = 96, max = 175). Of the respondents, 54% selected adaptability, stability, and taking individual responsibility as 1 of their 2 most characteristic attributes in the organizational culture profile. In addition, 83% of respondents indicated being aggressive, receiving high pay for good performance, and being distinctive or different from others as their 2 least characteristic traits. The job satisfaction of these ATs was affected most by organizational factors, such as coworkers and communication, as well as by individual attributes such as adaptability, stability, and taking personal responsibility.

Police self-legitimacy and democratic orientations: Assessing shared values

Using a sample of frontline police officers from several mid-sized municipal police departments in the United States, this study explores the relationships between frontline police officers’ self-legitimacy, organizational fit, moral alignment with policed communities, and attitudes toward democratic policing principles. Using partial least squares structural equation modeling, the analysis frames democratic policing using a formative latent construct to test several hypotheses. The results support a direct positive relationship between self-legitimacy and attitudes toward democratic policing, and suggest the relationship is partially mediated by officers' perceptions of moral alignment with their policed communities. The results further demonstrate that self-legitimacy is significantly related to organizational fit, but organizational fit does not appear to mediate the relationship between self-legitimacy and attitudes toward democratic policing.

Assessment of the General Goals of Civil Service Reforms in the Gambia and Its Implementations

This study examined the strategic goals of civil service reforms in The Gambia and its implementation in the Gambian civil service. This was aimed to identify challenges facing the implementations and policy options towards assisting the process. This study adopted primary data collection through the administration of questionnaires and interview guide. The population of the study comprises the senior and middle level staff of Public Service Commission (PSC), Personnel Management Office (PMO), Ministry of Health (MoH) and Ministry of Basic and Secondary Education (MoBSE) which were purposively selected. In all, there are 189 senior and middle management staff in the four Ministries/Departments/ Agencies (MDAs) which breakdown goes thus: PMO (37), PSC (6), MoBSE (87) and MoH (59). Questionnaire was administered on the staff of the four MDAs while interview was conducted with the Permanent Secretaries, Deputy Permanent Secretaries and a former Secretary General and Head of Civil Service. Out of the 189 copies of questionnaire administered, 140 were retrieved. The data collected were analyzed using descriptive statistical methods such as frequency distribution and percentages.The results of the study revealed that majority of the respondents identified reinforcement of meritocracy, due process and professionalism, enhancement of administrative culture, improvement of efficiency and quality service delivery, institutionalization of a system that engenders separation between politics and administration as goals and objectives of civil service reforms in The Gambia. The research has also shown that the Civil service sometimes adhere to meritocratic principles, gives attention to diversity in terms of ethnic groups, , provide detailed policies and standard procedures, conduct induction programmes,, made available the General Orders and code of ethics to employees, conducts performance assessment, recruitment and selection are encouraging, recruitment and promotion processes are reviewed at regular intervals and training programmes are based on outcome of need assessment. Despite its performance, the four MDAs also continues to face challenges in terms of human and material resources as alluded to by the responses of numerous respondents during the study. The performance of the institution was said to have been hindered by low commitment from government, lack of capacity at PMO, proliferation of public institutions, poor ethics management, lack of clarity of institutional roles, lack of appraisal system, unclear policies, lack of job fit and organization fit, among others.The main thesis of this study is that reforms of The Gambia civil service did enhance personnel administration systems and practices of the civil service institutions of The Gambia but only to a large extent. Keywords: Civil Service, Reforms, Personnel, Recruitment, The Gambia. DOI: 10.7176/PPAR/11-7-02 Publication date: August 31 st 2021

Implementation of a Social Mission in Social Enterprise: Fit Among Content, Motivation and Practice

A mission statement is commonly considered a strategic tool in any organisation. While hybridity is what characterises the mission in a social enterprise, the centrality of the social component of the mission over the economic component is generally acknowledged. Only few investigations focus on achievement of social component of a mission. To close this gap, this study takes a configurational approach and empirically analyses 143 social enterprises using qualitative comparative analysis. We find that irrespective of the organisational form, SE companies should align the formal (content), motivational (stakeholder motivation) and dynamic (organizational practice) perspectives of their mission, fostering the fit among these three in order to fulfil a desired social impact. The simultaneous absence of (1) fit between mission content and organizational practice and (2) fit between mission content and stakeholder motivation was found to go in hand with social mission non-achievement. The results are consistent among different organisational forms, albeit, for different reasons.

Why Do Middle Managers Leave? Middle Managers’ Trust in Supervisors and Turnover Intention

This study focuses on the role of trust in supervisor in shaping middle managers’ turnover intention. We develop a theory-based model to explain that cognition-based trust in supervisor generates a sense of job security and affect-based trust generates a sense of fit in the organization which in turn decrease turnover intention, and such effect is stronger for middle managers than for employees at lower or higher levels. A three-phase longitudinal quantitative research is used to test the research model. The results from 162 participants in Hong Kong support most of the model, showing that job security and person–organization fit mediate the relationship between trust in supervisors and turnover intention. In addition, the affect-based trust in supervisors and person–organization fit relationship is stronger for middle managers. The implications of the findings for future research and management practice are discussed.

When to challenge employees' comfort zones? The interplay between culture fit, innovation culture and supervisors' intellectual stimulation

PurposeThis study, first, examines whether a low culture person–organization (P-O) fit reduces job satisfaction and organizational citizenship behavior (OCB). Second, the author investigates how an organization's current innovation culture affects employees' attitudes and behaviors. Third, the author focuses on the interplay between leadership and organizational culture by testing whether supervisors' intellectual stimulation can mitigate the negative effects of a low innovation culture.Design/methodology/approachData were collected via online questionnaires from 135 employees. Using the organizational culture assessment inventory, employees described their current and their preferred organizational culture and rated their supervisors' behavior.FindingsCurrent-preferred culture discrepancies and a low innovation culture were associated with lower job satisfaction. The negative effect of a low innovation culture on employees' satisfaction was moderated by supervisors' intellectual stimulation (i.e. employees working in a low innovation culture are more satisfied when they have a stimulating supervisor). If employees' preference regarding the desired culture differed from those of their colleagues, they reported less OCB. Intellectual stimulation exacerbated this effect.Research limitations/implicationsThe author relied on self-reported cross-sectional data.Practical implicationsActions are needed to ensure that the current culture and the preferred culture align and that employees agree on how the organizational culture should develop. Unless followers prefer different cultures than their colleagues, supervisors should show intellectual stimulation, especially in a culture whose norms do not support innovation.Originality/valueThe author emphasizes the positive consequences of a culture P-O fit and contributes to the much needed knowledge regarding the interplay between organizational culture and leadership behaviors on employees' attitudes and behaviors.

Is auditors’ professional scepticism a “double-edged sword”?

ABSTRACT Professional scepticism is an indispensable quality for auditors as well as a key determinant of their behaviour and decisions. However, higher professional scepticism can negatively affect auditors’ ability to deal with the growing complexity and uncertainty in auditing. Using a sample of 163 auditors from auditing firms, this study examines the impact of auditors’ professional scepticism on positive audit behaviour, defined as actions auditors take to improve themselves or the environment with an eye to the future. We also explore an effective coping mechanism that weakens this negative impact. The results show that professional scepticism has a negative impact on positive audit behaviour, and that organisational trust can fully mediate this negative impact. Additionally, the person–organisation fit between auditor and auditing firm can weaken the negative impact of professional scepticism on organisational trust, which further weakens the negative impact of professional scepticism on positive audit behaviour. This study complements the literature on professional scepticism and positive audit behaviour and provides empirical evidence and theoretical references for understanding professional scepticism as a “double-edged sword”.