Person–job fit versus person–organization fit as predictors of organizational attraction and job acceptance intentions: A longitudinal study

This longitudinal field study examined the relationship between perceived person–job (PJ) and person–organization (PO) fit and organizational attraction, intentions to accept a job offer, and actual job offer decision. Data were collected from 193 graduate applicants prior to the selection process, during the selection process, at the end of the selection process, and after job acceptance decision. The findings showed support for the hypothesis that perceptions of PJ and PO fit influenced attraction at different stages of selection. The second hypothesis that the relationship between perceptions of PJ and PO fit and intentions to accept a job offer are mediated by organizational attraction was partially supported. Mid‐selection, the relationship between PJ fit perceptions and intentions to accept a job offer was mediated by organizational attraction; in contrast, at the end of the selection process, there was a direct relationship between PJ fit perceptions and intentions. PO fit perceptions were unrelated to intentions to accept a job offer. PJ and PO fit perceptions (before and during the selection process) were unrelated to actual job acceptance decision. These findings highlight the importance of ensuring that applicants have sufficient information about the job during the recruitment and selection process.     

Effects of gender similarity on relationships between person–group value fit and work attitudes

The present study assessed the effect of gender similarity as a potential moderator of the relationships between person–group (P–G) value fit and work attitudes. Specifically, we predicted that the effect of P–G value fit (in terms of social integration values) on individual attitudes would be stronger for individuals who had a similar gender than those of a different gender. Based on data obtained from 197 employees in South Korea, we found that when the focal individual had high gender similarity with his or her group, the relationships between P–G value fit and job satisfaction and between P–G value fit and turnover intentions were more prominent. Furthermore, these moderating effects were significant for men, but not for women.     

The relationship between person–team fit with supervisor–subordinate guanxi and organizational justice in a Chinese state‐owned enterprise

The study examines how subordinates’ perceptions of justice in Chinese working teams are influenced by the person–team fit (or the misfit) of the supervisor–subordinate guanxi (SSG). We tested our hypotheses on a sample of 1,086 employees from 149 work groups in one state‐owned enterprise; using a combination of cross‐level polynomial regression and response surface analysis. The results showed that subordinates’ perceptions of justice, in terms of procedural, interactional, and distributive justice, were higher when individual SSG was congruent with the average SSG in the team (TSSG) at a high level than when an individual SSG was congruent with TSSG at a low level. Meanwhile, in the misfit situation, subordinates’ perceptions of the three dimensions of justice were higher when the individual SSG relative to TSSG (relative SSG, or RSSG) was surplus (individual SSG exceeded TSSG) versus RSSG deficient (TSSG exceeded individual SSG). Nevertheless, the subordinates’ perceptions of distributive justice were the highest when SSG and TSSG were almost equal in high level, as observed by integrating the fit with the misfit line. These findings highlight the important boundary cultural conditions of the psychological processes of justice and provide useful insights for international managers conducting their business in China.     

Foreign and domestic company attractiveness to host national employees in Japan: A person–organization fit and image theory perspective

This study contributes to research on organizational attractiveness and human resource management (HRM) by drawing on image theory to examine the effect of organizational characteristics (foreign vs. domestic company country‐of‐origin, HRM practices, organizational culture, and work environment) on organizational attractiveness perceptions by host country national (HCN) employees. Drawing on person–organization fit theory, we also examine the moderating effects of HCNs' demographic characters (age and gender), work‐related skills (English proficiency and international experience), and value orientations (individualism and risk aversion) between the relationship of these organizational characteristics and organizational attractiveness. A between‐subject scenario‐based experiment with 800 HCN employees in Japan suggest that not the company country‐of‐origin, but the local adaptation of organizational culture, HRM practices, and work environment influence HCNs' organizational attractiveness perceptions. HCNs' demographic characteristics, work‐related skills, and value orientations had moderating effects between these organizational characteristics and organizational attractiveness perceptions.     

Perceived similarity and complementarity as predictors of subjective person‐organization fit

We examined whether subjective person‐organization (P‐O) fit arises from perceptions of similarity, complementarity or some combination of both. Data were collected from 209 employees of various occupational and organizational backgrounds. Results indicated that individuals distinguish between fit that occurs through similarity and complementarity, and that both explain unique variance in subjective P‐O fit. Subjective fit was associated with higher levels of job satisfaction and organizational commitment, and reduced turnover intentions. Furthermore, the results suggest that subjective fit mediates the relationship between perceived similarity/complementarity and work attitudes.     

Honesty–humility and a person–situation interaction at work

Person–situation interactions have attracted researchers' attention for decades. Likewise, the current work focuses on the interaction of honesty–humility and situational conditions in bringing about counterproductive work behaviour (CWB). As such, we introduce perceptions of organizational politics as a situational construct representing an opportunity for CWB. In a sample of N = 148 employees we found that particularly individuals low in honesty–humility were affected by situational circumstances. By contrast, those high in honesty–humility reported practically the same (lower) amount of CWB independent of the level of perceptions of organizational politics. In other words, employees low in honesty–humility were especially likely to condition their behaviour on environmental factors, a result that mirrors previous findings. Copyright © 2010 John Wiley & Sons, Ltd.     

The criterion‐related validity of a short commensurate measure of personality‐based person‐organization fit

Our goal was to develop a commensurate measure of personality‐based person‐organization fit and examine its criterion‐related validity for two retention‐related attitudes: job satisfaction and intention to stay. At T0, 637 employees completed our questionnaire. Two years later, at T1, 171 of the original respondents completed our questionnaire again. Results showed that the organizational personality perceptions are relatively stable. Polynomial regression analyses and surface plots revealed that job satisfaction and intention to stay are higher when there is perfect fit between the person and the organization compared to when the person and the organization differ in traits. However, in most cases, we found the work attitudes to be maximized when both the person and the organization score high on the personality traits.     

Tailoring common treatment principles to fit individual personalities

The American Psychological Association Task Force headed by Castonguay and Beutler (2006) distilled general treatment principles common to all therapies from the empirical literature. As part of this work, Critchifield and Benjamin (2006a, 2006b) summarized principles for treatment of personality disorder. The principles are pragmatic in the sense that they are based on evidence of what works, and clinicians are encouraged to apply them in ways that fit the unique presentation and needs of a given patient. An important element of the recommended approach is that it be coherent, well-coordinated, and agreed upon by the patient. Additional principles emphasize the importance of an individual's attachment and trauma history. A complex case example is presented to illustrate one way in which emphasis on an individual's relational learning history can be used to further refine and extend wisdom inherent in the cross-cutting principles and move in the direction of an integrative treatment that is closely tailored to specific case features. A research approach is also outlined for how to test the validity of principles that prescribe differential use of technique to address diverse patient presentations.     

Job stress and well‐being: An examination from the view of person‐environment fit

The current study investigated the impact of job stressors on well‐being from the perspective of person‐environment fit. Based upon a 288‐case sample from six organizations, we found that the actual and preferred career advancement themselves and their second‐order (curvilinear) combinations jointly predicted job satisfaction, mental well‐being, and turnover intention. Also, the actual and preferred quality of relationships at work and their second‐order (curvilinear) combinations jointly predicted job satisfaction, mental and physical well‐being, and turnover intention. Some possible mechanisms underlying the stressor‐outcome relationship and their implications are discussed.     

The effects of managerial regulatory fit priming on reactions to explanations

We investigated the interactive effects of regulatory focus priming and message framing on the perceived fairness of unfavorable events. We hypothesized that individuals’ perceptions of fairness are higher when they receive a regulatory focus prime (promotion versus prevention) that is congruent with the framing of an explanation (gain versus loss), as opposed to one that is incongruent. We also hypothesized that these effects are mediated by counterfactual thinking. Three studies revealed that primed regulatory fit (promotion/gain or prevention/loss) led to higher levels of justice perceptions than regulatory misfit (promotion/loss or prevention/gain). Additionally, “could” and “should” counterfactuals partially mediated the relationship between regulatory fit and interactional justice (Study 3).     

examining holland's person—environment fit,workplace aggression,interpersonal conflict,and job satisfaction

The researchers examined the impact of person–environment (P‐E) fit, as defined by Holland's (1997) theory, on interpersonal conflict at work (ICAW) and workplace aggression. In addition, previous relationships found in the job satisfaction literature were examined in the present sample of 244 United States employees. Internet‐based surveys were completed by 244 participants in the current research. Results of hierarchical multiple regression and correlational analyses demonstrated a negative relationship between P‐E fit and ICAW. Replication of previous relationships was found between job satisfaction, P‐E fit, and workplace aggression. Implications for P‐E fit and workplace aggression research are discussed.     

The benefits of interpersonal regulatory fit for individual goal pursuit

The present work examines whether individual goal pursuit is influenced by advice and suggestions from interaction partners whose regulatory orientation is perceived to fit (vs. not fit) the individual's orientation. We sought to investigate whether such interpersonal regulatory fit yields motivational consequences for goal pursuit that parallel those of intrapersonal regulatory fit. Furthermore, we investigated whether these effects occur in a symmetrical fashion for promotion- and prevention-oriented individuals. The results of 6 experiments revealed that promotion-oriented individuals profit from interpersonal regulatory fit, experiencing motivational benefits when receiving goal-relevant advice from promotion-oriented interaction partners; however, prevention-oriented individuals do not profit from prevention-oriented interaction partners. These findings support the proposal that regulatory fit can fruitfully be examined as an interpersonal phenomenon, highlighting the role that interaction partners may play in the pursuit of personal goals.     

The effect of applicant–employee fit and temporal construal on employer attraction and pursuit intentions

Although applicant–employee fit has emerged as an important topic in recruitment research, little is known about how job seekers’ perceived similarity with the employees working for an organization affects employer attraction. In this research, we introduce temporal construal as a crucial moderating variable and study how the temporal decision context affects the weighting of applicant–employee fit. In particular, we argue that applicant–employee fit is construed in abstract, high‐level terms, and exerts a stronger influence when prospective applicants hold a distant time perspective. In contrast, instrumental attributes such as pay level represent low‐level construals and gain greater relevance when prospective applicants hold a near time perspective. Two experiments involving a student sample and a sample of unemployed job seekers supported these predictions.     

Linking the demands–control–support model to innovation: The moderating role of personal initiative on the generation and implementation of ideas

The demands–control–support model indicates that workers can use job control and social support for problem solving. We examined whether personal initiative moderated relationships between, on the one hand, job control used for problem solving and social support used for problem solving and, on the other hand, ideas generation and implementation. We operationalized job control used for problem solving as ‘changing aspects of work activities to solve problems’. We operationalized social support used for problem solving as ‘discussing problems to solve problems’. Using an experience sampling methodology, participants provided data for up to four times a day for up to five working days (N= 89). The extent to which people ‘changed aspects of their work activities to solve problems’ was associated with higher levels of ideas generation for people with high personal initiative. The extent to which people ‘discussed problems to solve problems’ was associated with higher levels of ideas implementation for people with high personal initiative.     

Regulatory fit effects on stimulus identification

This article examines the effects of a fit between a person's global regulatory focus and the local task reward structure on perceptual processing and judgment. On each trial, participants were presented with one of two briefly presented stimuli and were asked to identify it. Participants were placed in a promotion focus (a situationally induced sensitivity to gains) or a prevention focus (a situationally induced sensitivity to losses) and were asked to maximize gains or minimize losses. An asymmetric payoff ratio biased the overall reward toward one identification response over the other. Two experiments tested the role of regulatory fit when internal familiarity and perceptual sensitivity were low or high. When familiarity and sensitivity were low, participants in a regulatory fit (promotion focus with gains or a prevention focus with losses) showed greater perceptual sensitivity but no response bias differences, relative to participants in a regulatory mismatch. When familiarity and sensitivity were high, participants in a regulatory fit showed a response bias toward the high-payoff stimulus but no differences in perceptual sensitivity. Speculations are offered on the neurobiological basis of this effect, as well as implications of this work for clinical disorders such as depression.