The General Environment Fit Scale: A Factor Analysis and Test of Convergent Construct Validity

Person-environment fit (P-E fit) was initially espoused as an important construct in the field of community psychology; however, most of the theoretical and empirical development of the construct has been conducted by the industrial/organizational (I/O) psychologists and business management fields. In the current study, the GEFS-a P-E fit measure that was developed from organizational perspectives on fit-was administered to 246 attendees of an annual convention for residents and alumni of Oxford House, a network of over 1,400 mutual-help addiction recovery homes. The authors conducted confirmatory factor and convergent construct validity analyses with the GEFS. The results suggested that the theoretical factor structure of the measure adequately fit the data and provided limited support for the measure's validity. Sufficient supply of resident needs by the Oxford House and similarity between residents and their housemates predicted satisfaction with the recovery home, but only perceived similarity to housemates predicted how long residents intended to stay in the Oxford Houses.     

Person-environment fit,job satisfaction and mental health

This study was concerned with the consequences of person-environment (P-E) congruence at work in terms of Holland's model of vocational preference. Whereas there has been some work on P-E fit and job satisfaction, and P-E fit and stress, few studies have looked at the relationship between P-E fit, job satisfaction and mental health. It was predicted that those people with a poor P-E fit would have higher levels of mental distress and lower levels of job satisfaction than those who experienced a good P-E fit. The results substantiated the major hypotheses of this study and are discussed in terms of the measurement and causes of job satisfaction. Criticisms and limitations of this type of approach are also considered.     

P-E Fit as moderator of the accountability – employee reactions relationships: Convergent results across two samples

The current two-sample investigation, which incorporated Conservation of Resources (COR) and Person-Environment (P-E) fit theories, investigated the interaction effects of felt accountability × P-E fit on the work outcomes of job satisfaction, organizational commitment, depressed mood, and work intensity. Consistent with the conceptual underpinnings of felt accountability as either a threat or opportunity, satisfaction, work intensity, and organizational commitment increased in settings possessing both heightened answerability and high levels of P-E fit. Further, individuals reported a reduction in depressed mood when heightened accountability was coupled with high P-E fit perceptions. These findings were consistent across samples providing evidence of generalizability. Implications, strengths and limitations, and directions for future research are discussed.     

P-E Fit as moderator of the accountability – employee reactions relationships: Convergent results across two samples

The current two-sample investigation, which incorporated Conservation of Resources (COR) and Person-Environment (P-E) fit theories, investigated the interaction effects of felt accountability × P-E fit on the work outcomes of job satisfaction, organizational commitment, depressed mood, and work intensity. Consistent with the conceptual underpinnings of felt accountability as either a threat or opportunity, satisfaction, work intensity, and organizational commitment increased in settings possessing both heightened answerability and high levels of P-E fit. Further, individuals reported a reduction in depressed mood when heightened accountability was coupled with high P-E fit perceptions. These findings were consistent across samples providing evidence of generalizability. Implications, strengths and limitations, and directions for future research are discussed.     

The phenomenology of fit: linking the person and environment to the subjective experience of person-environment fit

The authors distinguished 3 approaches to the study of perceived person-environment fit (P-E fit): (a) atomistic, which examines perceptions of the person and environment as separate entities; (b) molecular, which concerns the perceived comparison between the person and environment; and (c) molar, which focuses on the perceived similarity, match, or fit between the person and environment. Distinctions among these approaches have fundamental implications for theory, measurement, and the subjective experience of P-E fit, yet research has treated these approaches as interchangeable. This study investigated the meaning and relationships among the atomistic, molecular, and molar approaches to fit and examined factors that influence the strength of these relationships. Results showed that the relationships among the approaches deviate markedly from the theoretical logic that links them together. Supplemental analyses indicated that molar fit overlaps with affect and molecular fit gives different weight to atomistic person and environment information depending on how the comparison is framed. These findings challenge fundamental assumptions underlying P-E fit theories and have important implications for future research.     

Person–organization (culture) fit and employee commitment under conditions of organizational change: A longitudinal study

This longitudinal study examines how person–organization fit, operationalized as congruence between perceived and preferred organizational culture, relates to employees’ affective commitment and intention to stay with an organization during the early stages of a strategic organizational change. Employees in a large energy company completed surveys before (N = 687) and after (N = 627) the change. We measured perceptions and preferences with regard to four components of organizational culture (human relations, open systems, internal process, and rational goal) derived from the Competing Values Model (Quinn, 1988), as well as affective commitment to the organization and intention to stay. Using polynomial regression and response surface analyses, we found that both perceived culture and culture fit related positively with the criterion variables within and across time. The strongest evidence for relations involving fit was obtained for those components of culture specifically targeted for change. Implications for future research and the management of organizational change are discussed.     

Authenticity at Work: A Matter of Fit?

Authenticity at work refers to the extent to which a worker feels in touch with their true self while at work. At first sight this concept seems to overlap with the concept of person-environment (P-E) fit, that is, the degree to which an individual experiences good fit with their work environment. Drawing on a sample of 867 Dutch gifted workers, structural equation modeling was used to investigate (i) whether authenticity at work and P-E fit can be distinguished, and (ii) how authenticity at work and P-E fit were associated with employee well-being. As expected, confirmatory factor analysis revealed that authenticity at work and P-E fit were distinct from each other. Moreover, the mediated effect of authenticity at work was stronger for two negative forms of well-being (burnout and boredom) than for two positive forms of well-being (work engagement and job satisfaction). The theoretical and practical implications of these findings are discussed, especially focusing on the distinction between authenticity and P-E fit.     

Changes in person – organization fit: The impact of socialization tactics on perceived and actual P – O fit

This study examines the impact of socially oriented socialization tactics on changes in newcomer perceived and actual value-based person?–?organization (P?–?O) fit, and on the relations between these two measures of fit. Newcomers' fit was measured at entry (T1) and again after 4 months (T2) using the organizational culture profile (OCP; ). The results show that socialization tactics influence perceived fit, job satisfaction, and organizational commitment, but not actual fit. As hypothesized, perceived and actual fit become more congruent over time, suggesting a shift in newcomers' perceptions of the organization. Additional analyses were conducted to investigate the mediating influence of perceived fit on the relationship of investiture with job satisfaction and with organizational commitment and, for both outcomes, this was found to be significant. We discuss the implications for organization socialization procedures, research into newcomer entry using measures of actual and perceived fit, and HRM practices during the initial few months of organizational entry.     

A Person-Environment Fit Approach to Volunteerism: Volunteer Personality Fit and Culture Fit as Predictors of Affective Outcomes

This study employed a person-environment (P-E) fit approach to explaining volunteer satisfaction, affective commitment, and turnover intentions. It was hypothesized that personality fit would explain additional variance in volunteer affective outcomes above and beyond motives to volunteer. This hypothesis was supported. Personality fit but not culture fit was related to satisfaction and affective commitment. Volunteer turnover intentions were predicted by gender and by social and values motives. The implications of the results are discussed with respect to the two literature domains that were combined in this study: the functional approach to volunteerism and P-E fit theory. Functional approaches to volunteerism and paid work should be more strongly linked to each other in future research. Moreover, P-E fit theory should be extended by including conditional determinants that moderate P-E fit effects.     

A Person-Centered Approach to P-E Fit Questions Using a Multiple-Trait Model

The current study first longitudinally examines the validity of person-environment (P-E) RIASEC congruence, adopting a job analytic method to assess the environment and using P-E difference scores to compute congruence, to predict a range of intrinsic career outcomes—including job satisfaction, skill development, work involvement, and perceived stress—in a sample of 401 college seniors involved in the labor market. Second, the incremental validity of an alternative conceptualization of the P component (i.e., the Five-Factor Model of personality [FFM]) is examined over and beyond RIASEC congruence scores. Congruence across RIASEC types significantly predicted job satisfaction and skill development, but FFM traits significantly and substantially contributed to the prediction of all intrinsic career outcomes. Finally, a person-centered perspective to P-E questions is introduced, demonstrating that cluster analysis of individuals' FFM scores resulted in two clusters (i.e., internalizers/externalizers and resilients) showing very different positions on the labor market and reporting differing initial career outcomes. It is concluded that RIASEC P-E fit congruence studies should be complemented with FFM assessment to increase predictive validity. Applications of an FFM-based, person-centered approach in I/O and P-E fit research and practice are discussed.     

Consequences of person-environment incongruence: absenteeism, frustration, and stress

Two correlational studies using English nurses and working adults are reported that examined the relationship between the three measures of person-environment (P-E) fit as derived from Holland's (1973) theory and three dependent work-related variables. In the first study, the P-E fit measures of congruence, consistency, and differentiation were correlated with two measures of absenteeism, frustration, and various demographic variables. Contrary to predictions, two measures of absenteeism were positively correlated with congruence and consistency. In accordance with the hypothesis, however, frustration was highly negatively correlated with congruence and consistency. In the second study, consistency, but not congruence or differentiation, was significantly negatively correlated with stress, as predicted. These studies provide some support for Holland's theses, although not all hypotheses were supported, both for methodological and theoretical reasons. It is argued that P-E fit measures are useful predictors of occupational behavior in conjunction with other major determinants.     

工作场所的组织政治会危害员工绩效吗？基于个人-组织契合理论的视角

本研究基于个人-组织契合理论的视角, 通过对286份员工与直接主管的配对数据, 揭示了组织政治知觉对员工绩效(任务绩效和组织公民行为)的影响, 马基雅维利主义人格对这两者之间关系的调节作用, 组织认同在这两者之间的中介作用。层次回归分析结果发现：组织政治知觉对任务绩效、组织公民行为具有显著的消极影响, 马基雅维利主义人格可以显著调节组织政治知觉与任务绩效、组织公民行为两者之间的关系, 而组织认同是组织政治知觉与任务绩效、组织公民行为之间的完全中介变量。调节路径分析结果表明：马基雅维利主义对组织政治知觉与员工绩效之间关系的调节作用也是以组织认同为中介, 具体表现为被中介的调节作用。     

The Effects of Regulatory Fit between Explanation Framing and Applicants’ Regulatory Foci on Applicant Reaction

Abstract

Drawing from regulatory fit theory and the literature on persuasion, the current study is the first to explore whether the fit between explanation framing and applicants’ regulatory foci could enhance applicant reaction. We hypothesized that a positively framed explanation fits with applicants’ promotion foci and that a negatively framed explanation fits with applicants’ prevention foci. Three studies were conducted in which participants with different regulatory foci rated their perceived procedural fairness and organizational attractiveness after reading differently framed recruitment advertisements, rejection letters, and job offer letters. The results supported our hypothesis by showing significant interactions between explanation framing and participants’ regulatory foci on procedural fairness and organizational attractiveness perception in the contexts of recruitment advertising and rejection letters. In these contexts, compared with receiving a negatively framed explanation, promotion-focused recipients reported higher levels of perceived fairness and organizational attractiveness after receiving a positively framed explanation, and promotion-focused recipients’ fairness and attractiveness perceptions were higher than prevention-focused recipients’, after receiving a positively framed explanation. Moreover, perceived procedural fairness mediated the relationship between regulatory fit and perceived organizational attractiveness. However, regulatory fit effects were not found in the context of job offer letters.     

Person-organization fit: Testing socialization and attraction-selection-attrition hypotheses

Using the socialization and attraction-selection-attrition (ASA) frameworks, this study examined the relation between employees’ work values and their organization’s values (person-organization fit). With a two year time interval, 140 respondents participated in a longitudinal study. After entry, socialization served to enhance homogeneity. The work values underwent small changes and the perception of fit with the organization grew. Despite high retention rates results confirmed the attrition effect. Results indicated that the lower the perceived match between own and organizational values at entry, the more likely it was that someone left the organization over time. We concluded that socialization as well as attrition mechanisms were present at the same time.     

The explanatory role of rumours in the reciprocal relationship between organizational change communication and job insecurity: a within-person approach

The current study highlights rumours as an explanation of the reciprocal relationship between perceived organizational change communication and job insecurity. First, we predict that perceiving insufficient organizational change communication may result in rumours, which in turn may shape job insecurity perceptions. Second, we propose that rumours may also mediate the relationship between job insecurity and perceiving insufficient organizational change communication. To test the hypotheses, a multilevel approach was used, in which three measurements were nested within 1994 employees. This enabled us to probe within-person processes, while controlling for possible between-person variation. The results demonstrated a negative reciprocal relationship between perceived organizational change communication and job insecurity. Additionally, rumours mediated both the negative relationship between perceived organizational change communication and subsequent job insecurity, and the negative relationship between job insecurity and subsequent perceived organizational change communication. This study contributes to the literature on job insecurity by offering initial evidence on the relationship between job insecurity and rumours, and by highlighting rumours as a process through which perceived organizational change communication and job insecurity may mutually affect each other.     

Dispositional resistance to change and emotional exhaustion: moderating effects at the work-unit level

Organizational change, although essential for business success, may negatively impact employees’ well-being. Based on person–environment fit theory, the authors investigate employees’ dispositional resistance to change as it impacts emotional exhaustion. Furthermore, the authors examine boundary conditions that may affect dispositional resistance to change and its influence on emotional exhaustion. They take a trait activation approach and test the moderating roles of two work-unit-level internal contextual factors: perceived organizational support and informational team climate. Using a longitudinal research design of 709 participants in 30 work units, multilevel analyses reveal that dispositional resistance to change (time 1) is positively related to emotional exhaustion (time 2). Moreover, a lack of perceived organizational support and a high informational team climate strengthen these effects. The authors conclude that organizations should offer coaching and training programmes to cope with organizational change for employees who are highly change resistant. Furthermore, personal and organizational development strategies should consider the insights gained from the study regarding internal contextual factors that moderate change management processes.     

Distress and help-seeking as a function of person-environment fit and self-efficacy: A causal model

Self-efficacy, indicators of distress (state anxiety and frequency of physical symptoms), help-seeking (visits to the campus health center, an outside physician, and a counselor), and two measures of person-environment (P-E) fit were assessed on 152 college students and examined in a LISREL model. The two P-E fit measures were perceived discrepancy, the profile difference score between how each student would like their residence floor and how each viewed it as being, and actual discrepancy, the profile difference score between how each would like the floor to be and the mean rating for how floor residents viewed the floor. It was found that self-efficacy and perceived discrepancy had independent and moderate effects on distress but not on help-seeking, whereas actual discrepancy was found to have a strong effect on help-seeking and no direct effect on distress. Help-seeking was found to have a strong negative effect on distress.     

Eldercare demands, strain, and work engagement: The moderating role of perceived organizational support

Demographic changes give rise to an increasing number of middle-aged employees providing home-based care to an elderly family member. However, the potentially important role of employees' perceptions of organizational support for eldercare has so far not been investigated. The goal of this study was to examine a stressor–strain–outcome model (Koeske & Koeske, 1993) of eldercare strain as a mediator of the relationship between eldercare demands and caregivers' work engagement. Perceived organizational eldercare support was expected to attenuate the positive relationship between eldercare demands and eldercare strain and to buffer the negative relationship between eldercare strain and work engagement. Results of mediation and moderated mediation analyses with data collected from 147 employees providing eldercare supported the hypotheses. The findings suggest that perceived organizational eldercare support is especially beneficial for employees' work engagement when eldercare demands and strain are high.     

Core self-evaluation and life satisfaction: The person-environment fit perspective

This study is the first to test the mediating roles of three person-environment (P-E) fit variables (i.e., person-major fit, person-university fit, and person-society fit), in the relationship between core self-evaluation and life satisfaction. Data from 794 Chinese university students were analyzed using structural equation modeling. Results supported a partial mediating effect for all three P-E fit variables on the relationship between core self-evaluation and life satisfaction. Person-major fit and person-university fit partially mediated the relationship between core self-evaluation and person-society fit. Additionally, person-society fit partially mediated the relationships of life satisfaction with person-major fit and person-university fit. The findings reveal the complicated mechanisms underlying the influence that core self-evaluation has on life satisfaction and suggest important implications for future research.     

When fit matters more: The effect of regulatory fit on adaptation to change

Regulatory fit theory predicts that motivation and performance are enhanced when individuals pursue goals framed in a way that fits their regulatory orientation (promotion vs. prevention focus). Our aim was to test the predictions of the theory when individuals deal with change. We expected and found in three studies that regulatory fit is beneficial only when a prevention focus is involved. In Study 1, an experiment among students, prevention- but not promotion-focused participants performed better in a changed task when it was framed in fit with their regulatory orientation. In Study 2, a survey among employees experiencing organizational changes, only the fit between individual prevention (and not promotion) focus and prevention framing of the changes by the manager was associated with higher employee adaptation to changes. In Study 3, a weekly survey among employees undergoing organizational change, again only prevention regulatory fit was associated with lower employee exhaustion and higher employee work engagement. Theoretical and practical implications of applying regulatory focus theory to organizational change are discussed.