Organization Fit Research Articles

Effects of supportive work environment on employee retention: the mediating role of person–organisation fit

PurposeThis study aims to examine the relationships for the following: supportive work environment, person–organisation fit and employee retention among academic staff in one of the Malaysian public universities.Design/methodology/approachThis study used a conceptual framework to assess the direct impacts of supportive work environment (i.e. perceived climate, supervisory relationship, peer group interaction, perceived organisational support), person–organisation fit and employee retention. A self-administered questionnaire was distributed to 225 respondents.FindingsThe findings present the mediating influence of person–organisation fit on the relationships between supportive work environment and employee retention. The results reveal a direct and positive relationship between supportive work environment and academic staff retention. These results imply that individuals’ perceived towards an organisation can influence their decision to stay at the university.Research limitations/implicationsThis study had filled in the knowledge gap about the role of supportive work environment with person–organisation fit and the relationship for employee retention in Malaysia. Previous research emphasised on organisations’ role in employee retention and engagement in the manufacturing and service industry.Originality/valueThe findings of this study reveal how a supportive work environment can impact employee retention among academic staff. Specifically, the person–organisation fit describes the relationship between supportive work environment and employee retention.

Organisational silence and person-organisation fit: A study on classroom teachers

Examining the relationship between classroom teachers’ organisational silence and person-organisation fit levels is the main purpose of this study. In addition, organisational silence and person-organisation fit levels of classroom teachers were determined and examined whether they differ according to seniority and gender. The sample consisted of 330 classroom teachers working in state primary schools in Bağcılar district of Istanbul in the 2018-2019 academic year. Demographic Information Form, Organisational Silence Scale and Person-Organisation Fit Scale were used in the study. The results indicate that the organisational silence levels of classroom teachers were low and person–organisation fit levels were high, and there was no significant difference between organisational silence and person–organisation fit levels among classroom teachers according to gender. When seniority was examined, the findings indicated that there was no significant difference between person and organisation fit, but there was a significant difference between organisational silence levels of classroom teachers with 6-10 years, 16-20 years, 11-15 years and 16-20 years of seniority. On the other hand, a low negative correlation was found between person–organisation fit and organisational silence.
 
 Keywords: Classroom teachers, organisational silence, person-organisation fit

Examining Applicant Online Recruitment: The Use of Fictitious Websites in Experimental Studies

Advancements in technology enable hospitality organizations to rely on digital recruitment efforts such as websites to attract applicants. Reflecting this industry trend, a small, but growing body of literature from the hospitality industry examines how applicants react to online recruiting using fictitious websites of hypothetical companies in experiments. The purpose of this article is to validate the use of fictitious websites as an experimental data collection method. Two quasi-experiments were guided by theories and model of applicant perceptions of fit and organizational attraction. Fit was manipulated by matching the career preference of active job seekers (e.g., a job seeker in the hotel sector) with a fictitious website (e.g., a hotel’s careers page) or not (control group). The results from the two quasi-experiments showed person–organization fit (Study 1) and person–job fit (Study 2) led to more organizational attraction under conditions of matches (e.g., a job seeker in the hotel sector evaluating a hotel’s careers page) than in the control groups. The findings of the two studies not only support the use of fictitious websites as a viable data collection method but also open a new line of research for hospitality research and human resources. Future hospitality scholars can use this technique to manipulate organization’s human resource practices (e.g., recruitment, selection, training, performance evaluation, compensation, and benefits) and examine attitudes of individuals (e.g., applicants, employees, and managers). The current data collection method also allows for researchers to not only manipulate information but also maximize the realism of the experimental stimuli.

Job Embeddedness: The Differences Between Registered Nurses and Healthcare Assistants.

Retention of registered nurses (RNs) and health care assistants continue to be a challenge in acute care settings. This descriptive, comparative study examined differences of job embeddedness (JE) scores between RNs and health care assistants (HCAs) in acute care facilities. Generational differences for JE scores were also compared. A convenience sample of RNs and HCAs from medical and surgical units at two Texas hospitals completed the surveys. RNs valued community sacrifices significantly higher than HCAs. Total JE scores between baby boomers and millennials were significantly different, while organizational links scores among all three generations showed statistical significantly differences. Organizational fit, organizational sacrifice, and level of education added statistical significance to the prediction of job satisfaction.

Are You One of Us?

To better understand how we can broaden participation in computing, this exploratory study examines the interview process for elite internships at established technology companies. Through conducting 36 interviews with evaluators at technology companies, we find that in addition to technical competence, evaluators often assess internship applicants based on explicit and implicit signals of industrial fit, organizational fit, and individual fit. These evaluative criteria are reminiscent of prior literature linking biases in hiring to social class background. By reflecting on how our findings relate to previous studies, we suggest that evaluators? assessments of fit are potentially linked to social class background, and this might be an invisible factor contributing to hiring biases at technology companies. Given that hiring only culturally similar employees can have negative individual, organizational, and societal consequences, we propose strategies for evaluators to broaden their evaluation perspectives and to enact inclusive interviewing practices. We conclude with a call for further research on the role of social class background in the hiring process.

Police officer self-legitimacy: the role of organizational fit

PurposePolice officer perceptions of their own legitimacy can be important in shaping aspects of their performance and other organizational outcomes. The current study uses person-environment fit theory to assess the effects of value congruence with top managers, immediate supervisors and coworkers on officers' perceptions of self-legitimacy.Design/methodology/approachThe study used a cross-sectional survey of nearly 250 front-line police officers from seven municipal police departments in Michigan, Indiana and Kentucky to examine the effects of perceived value congruence on officers’ self-legitimacy. A hierarchical model of fit is assessed using structural equation modeling.FindingsFindings demonstrate that value congruence positively relates to officers’ reported self-legitimacy, suggesting that officers who perceive greater similarity in values with others in the organization will express more confidence in their authority.Originality/valueOur findings add to research on police officers’ self-legitimacy, and the use of a hierarchical model of person-environment fit might offer implications for future research on police culture.

“I Don’t Really Know What the Magic Wand Is to Get Yourself in There”: Women’s Sense of Organizational Fit as Coach Developers

Building on the body of research that has addressed the experiences of female coaches, the present study examines women’s role as coach developers. English football served as the context for the research. Figures demonstrate women are underrepresented in this role more so than they are as coaches, and their distribution across the coach developer pathway is unevenly balanced, with most women qualified at Level I of the pathway. Using the concept of ‘organizational fit’, the research connects the experiences of the 10 coach developers interviewed, to the structural practices of their national and local governing bodies. These practices were symptomatic of the organizations’ culture that is created and upheld by masculine ideals. Work expectations and the environment were structured on the image of men as coaches and coach developers. Cultural barriers to women’s sense of organizational fit were specifically found to be: the incentive to progress (return on investment from higher coaching qualifications), the degree of organizational support and nurture, and the opportunity to progress and practice. Consequently, organizational expectations and values do not support the ambitions of women to climb the coach developer career ladder, and restrict their sense of choice and control. Future research should direct its attention towards a greater interrogation of aspects of sport organizational culture that may serve to ‘push’ female coaches away from its core, or alternatively, pull them closer to engage and make use of their expertise and abilities as coach developers.

Exploring the effect of systematic interventions on entrepreneurship students’ personality and behavior: a longitudinal study using Indian personality theory

Research in personality has focused on the relation between personality and behavior primarily using the five-factor model of personality. The present study uses the personality correlates of the Indian personality theory to provide richer insights into the personality changes and corresponding behavioral outcomes. The purpose of this paper is to contribute to the understanding of the personality–behavior relationship in the entrepreneurial context with the help of personality correlates of Indian personality theory—the Triguna theory. The role of systematic entrepreneurship and business-specific interventions in inducing personality change and its corresponding effect on entrepreneurial behavior is studied. Using a mixed-method approach over a 2-year horizon, the study traces the personality changes and behavior of students who came from different cultural backgrounds and were enrolled in a 2-year entrepreneurship program. The personality correlates of Indian personality theory—sattvic, rajasic, and tamasic were measured at two-time intervals to assess the change in personality, while the behavioral changes were analyzed through qualitative data collection and analysis. It was found that there was a significant change in the personality characteristics of the subjects in the first and second periods as a result of the systematic interventions. There was a noticeable change in the behavior orientation of the students during and at the end of the program. Organizations can use the personality correlates of the Triguna theory to understand the employee–organization fit. Suitable policy decisions in terms of training can be imparted to new recruits or existing employees, and their progress can be monitored.

Personal growth initiative: the effects of person–organization fit, work empowerment and authentic leadership

PurposeBecause of the changing psychological contract between employers and employees over time, the primary responsibility for career development has shifted from organizations to employees. As the role of individuals in career development has become important, personal growth initiative (PGI), individuals' positive and proactive stance toward change and continuous self-improvement, can be a pivotal construct in the fields of human resources (HR), organizational behavior (OB) and career management. The purpose of this study is to investigate the effects of person–organization fit (POF), authentic leadership and work empowerment on PGI.Design/methodology/approachData were collected from 235 employees of a leading telecommunication company in South Korea. Most respondents were highly educated male managers in their 30s and 40s. With an overall confirmatory factor analysis, the four-factor measurement model indicated a good fit to the data. The relationships between variables and the relative importance of each independent variables were tested using hierarchical multiple regression analysis, along with a bootstrapping to examine the mediation effect of work empowerment.FindingsBased on a moderated mediation model, this study examined the integrative effects of POF, authentic leadership and work empowerment on PGI. The authors found that employees demonstrated a high level of PGI when they perceived themselves fit with the organization and when they were empowered in their work. While the direct effect of authentic leadership was non-significant, supportive, transparent and ethical leadership behavior significantly moderated the relationship between POF and PGI. Lastly, based on a bootstrap analysis, this study found that work empowerment partially mediated the relationship between POF and PGI.Originality/valueThis empirical study contributes to the body of knowledge in the field of HR, OB and career management. This study introduced a relatively less explored construct, PGI, using data from knowledge workers in South Korea. The authors integrated diverse research streams such as person–environment fit, leadership and engagement research. Lastly, this was the first study that investigated the effects of contextual factors on PGI in the workplace.

The effect of Islamic work ethic on person-organization fit and workplace deviance in hotels

PurposeThis paper aims to examine the relationships between Islamic work ethic, deviant organizational behaviours and person-organization fit within the context of the hotels.Design/methodology/approachA survey was conducted with the participation of 243 employees working at five-star hotels operating in Marmaris, which is one of the popular destinations that attracts the most tourists in Turkey. The data obtained from the research is tested by implementing confirmatory factor analysis and structural equation modelling.FindingsThe results revealed that Islamic work ethic was negatively related to deviant organizational behaviour but positively related to person organization fit. On the other hand, no significant relationship was found between deviant organizational behaviour and person-organization fit.Originality/valueThis study presents to hotels practical and theoretical applications about employee behaviours and management practices.

Mediation effects of job satisfaction and work engagement on the relationship between organisational embeddedness and affective commitment among frontline employees of star–rated hotels in Accra

The current study draws on social exchange theory to examine the effects of organisational embeddedness and its dimensions of fit, links and sacrifice on affective commitment, and mediating effects of job satisfaction and work engagement on the relationships. A convenient sample of 274 full‒time frontline employees were selected from four 4–star and one 5‒star hotels in Ghana, at two separate times. PROCESS Macro was employed to test hypotheses. Results of the study show that organisational embeddedness and all its dimensions were positively related to affective commitment. Job satisfaction and work engagement partially mediated the effects of organisational embeddedness, and organisational links, fit and sacrifice on affective commitment. Theoretical and practical implications of the findings are discussed.

Job Satisfaction and Hospital Performance Rated by Physicians in China: A Moderated Mediation Analysis on the Role of Income and Person-Organization Fit.

This study tested the effect of person–organization fit (P-O fit) in mediating the link between job satisfaction and hospital performance with income as a moderator. A questionnaire survey was conducted on 301 physicians from two public hospitals in Zhejiang province of China. Respondents were asked to rate their job satisfaction, value congruence (P-O fit) with the hospital, and the hospital’s performance. The mediating effect of P-O fit on the link between job satisfaction and hospital performance was tested through partial least squares-structural equation modeling (PLS-SEM). Income was introduced to the model as a moderator on the “P-O fit → hospital performance” and “job satisfaction → hospital performance” path, respectively. Higher job satisfaction and P-O fit were associated with higher ratings on hospital performance (p < 0.01). P-O fit had a partial mediating effect on the association between job satisfaction and hospital performance, accounting for 73% of the total effect. The effects of P-O fit and job satisfaction on hospital performance were stronger in the respondents with higher income. Overall, high job satisfaction is associated with high ratings on hospital performance, which is partially mediated through P-O fit. Value congruence is particularly important when financial tools are used to incentivize hospital physicians.

Formalization and Administrative Burden as Obstacles to Employee Recruitment: Consequences for the Public Sector

Job advertisements are a crucial first step in the recruitment process. Public sector organizations overwhelmingly rely on passive recruitment tactics such as written notices, listing formal rules and legal processes, and excessive application procedures. Little is known about the signals these formal rules and procedures send to potential applicants. This research uses a survey experiment to examine the effects of formalization and administrative burden in public sector job advertisements on individuals’ intention to apply for a job and the moderating role of public service motivation, person–organization fit, and person–job fit. The results indicate that formalization leads to lower application intentions. Administrative burdens such as compliance costs do not have a significant effect. These findings emphasize the negative signal of formalization in public sector job advertisements, which has the effect of making these jobs less desirable to potential applicants.

Servant leadership and affective commitment: the role of psychological ownership and person–organization fit

PurposeBuilding on social exchange theory, this study aims to propose a research model to examine the relationship between servant leadership (SL) and employee affective commitment (AC) where psychological ownership (PO) and person–organization fit are theorized to play a mediating role.Design/methodology/approachThe study used quantitative research methods with a deductive approach to examine the proposed relationships and the underlying mechanisms. Data were collected from 346 employees working at higher education sector in Palestine. Data were analyzed using structural equation modeling.FindingsThe results reveal a significant mediating role of PO and person – organization (P-O) fit in explaining the relationship between SL and employee AC. Results indicate that the service orientation and humble attitude of servant leaders toward employees help employees develop a sense of ownership, leading to a better fit with organizational values and thus to a more committed workforce.Practical implicationsThe results of this study may be useful for managers working in higher education in a non-Western context who are considering using SL behaviors to improve outcomes.Originality/valueThe study advances SL research currently in its early stages (Zhanget al., 2019). Moreover, it increases understanding of the mediating roles played by PO and P-O fit.

The journey to leave: Understanding the roles of perceived ease of movement, proactive personality, and person–organization fit in overqualified employees' job searching process

SummaryDespite intensive research on perceived overqualification, empirical evidence on overqualified employees' job search behavior remains relatively insufficient. Notably, no studies have explored the possible link between perceived overqualification and internal job searching behaviors. In the present study, we consider whether—and more importantly when—employees with high perception of overqualification search for internal and external job opportunities. Applying the ability–motivation–opportunity (AMO) framework, we propose and test a model that specifies how motivation and opportunity to move or stay activate differential effects in overqualifiers' job searching process. Results from two studies surveying employees in Taiwan (Study 1: N = 268; Study 2: N = 210) show that overqualifiers displayed greater intentions to leave the current job and, in turn, engaged in more external job search behaviors; this relation was strongest for those whose perceived ease of movement and proactive personality increased or person–organization (PO) fit decreased. Furthermore, overqualifiers displayed greater intentions to leave the current job and also increased their internal job search behaviors; this relation was strongest for those whose perceived ease of movement and PO fit increased. A series of supplemental analyses also lends support to our theorizing.

The Moderating Role of Work Involvement in Influencing the Relationship between Person-Environment Fit and Organizational Citizenship Behaviour among Public Service Employees

Studies have put considerable effort to examine the influence of person-environment fit on organizational citizenship behaviour (OCB). However, the findings indicate that the direct relationship is not always satisfactory. Therefore, this study decided to introduce work involvement as a moderator to clearly explained the influence of person-environment fit and OCB. A total of 376 questionnaires were distributed and 371 questionnaires were returned , giving a response rate of 98. 67%. The SPSS was used for the analysis Person environment fit consist s of person job fit, person organization fit, person group fit and person supervisor fit. T he results of this study show that work involvement moderates the relationship s between person job fit and OCB , person organization fit and OCB and person supervisor fit and OCB. The im plications of the study are discussed in the paper.

The Roles of Strategic Human Resource Management and Person–Environment Fit On Nonprofit Public Service Motivation

This study examines the relationship between public service motivation (i.e., intrinsically and voluntarily driven attitudes and dispositions), strategic human resource management, and person–environment fit in Korean nonprofit organizations in order to determine the ways by which both the motivation of employees and the performance of these organizations can be enhanced. This was done using data from a survey on Korean nonprofit organizations employees conducted in 2013. The results show a direct, positive, and significant association between strategic human resource management and person–environment fit, a direct and positive association between person–environment fit and the affective and normative nonprofit public service motivation aspects of nonprofit public service motivation, and a mediating role of person–environment fit in the relationship between strategic human resource management and affective and normative nonprofit public service motivation.

Vendor Switching: Factors that matter when engineers onboard their own replacement

Offshore outsourcing is a common way of working, but sourcing collaborations do not always last, and sometimes vendors are switched. Vendor switching results in a complex form of relationship, in which the competing outgoing and incoming vendors are expected to cooperate. The success of such transitions highly depends on successful knowledge transfer and thus the willingness of the outgoing vendor to train their own replacement. While switching decisions have gained attention, the role of the vendor relationship is still relatively unexplored. In this paper, we report findings from a multi-case study of vendor switching in three projects based on 22 interviews with 27 interviewees. We developed a theoretical model explaining the complex interplay between the factors affecting such transitions. Our results confirm that opportunistic behavior of outgoing vendors is a probable threat. We found that the vendor relationship moderates the link between initial negative emotions and the opportunistic behavior of the outgoing vendor. Other important factors affecting the success of the transition include the relationship with the client, outgoing vendor’s management engagement, and the cultural and organizational fit between vendors. We conclude with recommendations for companies switching vendors.

Why Do High-Performance Human Resource Practices Matter for Employee Outcomes in Public Sector Universities? The Mediating Role of Person–Organization Fit Mechanism

Based on the attraction–selection–attrition (ASA) framework, this research aimed to investigate the mechanism which affects the link between high-performance human resource practices (HPHRPs) and the two negative employee outcomes of the present study: emotional exhaustion and quit intentions. Using the ASA framework, the authors examine one such mechanism namely person–organization (P-O) fit, through which HPHRPs influence both the studied employee negative outcomes. A sample of professionals working in the public sector universities of Pakistan is adopted for testing the mediation model by using structural equation modeling. Findings reveal that HPHRPs have positive association with P-O fit, and negative with emotional exhaustion and quit intentions. Moreover, the findings illustrated a full mediation effect of P-O fit on the relationship among HPHRPs and both of the employee outcomes. The study has important theoretical and practical implications.

Unraveling the role of governance mechanisms in online ratings: The case of Spanish chain-affiliated hotels

This article studies how the choice of the mechanism of governance affects online ratings of hotels, empirically exploring the conditions under which various governance mechanisms improve (or damage) them. We emphasize that no governance mode is universally superior. However, when the mechanism of governance fits hotel characteristics, online ratings improve. We argue that such characteristics (i.e., hotel category, size, and age) determine the severity of agency problems (e.g., managerial shirking and free-riding) and the performance of governance choice. We test several organizational fit hypotheses on a data set of 2,328 hotels operating in Spain. Our results support the fit argument, because they show the superiority of franchise and management contracts (i.e., hybrids) for enhancing online ratings, as opposed to vertical integration, when category rises and size increases. Furthermore, we find evidence that maintenance does not appear to be a major problem in leasing. JEL CLASSIFICATION: D23; L25; L83