Fit Happens Globally: A Meta‐Analytic Comparison of the Relationships of Person–Environment Fit Dimensions with Work Attitudes and Performance Across East Asia,Europe, and North America

In this cross‐cultural meta‐analysis, we examine the relationships between person–environment [P–E] fit and work attitudes (organizational commitment, job satisfaction, and intent to quit) as well as job performance based on 96 studies (110 independent samples) conducted in East Asia, Europe, and North America. We compare the results across cultures while focusing on 4 dimensions of P–E fit (person‐job fit, person–organization fit, person–group fit, and person–supervisor fit) separately and jointly. Findings suggest that the effects of rational fit (person–organization and person–job fit) are (relatively) stronger in North America and, to a lesser extent, Europe than in East Asia. However, the effects of relational fit (person–group and person–supervisor fit) are (relatively) stronger in East Asia than in North America. This highlights that in collectivistic and high power distance (vs. individualistic and low power distance) cultures, relational (vs. rational) fit is more salient in influencing employees’ perceptions about their work environments. Results are less clear concerning job performance. What is common across cultures is that, regardless of which dimension of P–E fit is being considered, fit happens and high levels of fit lead to positive outcomes, confirming the universal relevance of fit phenomenon.     

Integrating the levels of person-environment fit: The roles of vocational fit and group fit

Previous research on fit has largely focused on person-organization (P-O) fit and person-job (P-J) fit. However, little research has examined the interplay of person-vocation (P-V) fit and person-group (P-G) fit with P-O fit and P-J fit in the same study. This article advances the fit literature by examining these relationships with data collected from 167 employees and their respective supervisors. As predicted, P-V fit related positively to both P-O and P-J fit, while P-O and P-J fit together fully mediated relations between P-V fit and outcome variables. Also as predicted, P-G fit moderated several relations of P-O and P-J fit with such outcome variables as in-role and extra-role performance. The article concludes with directions for future research on relations among these four different types of fit and implications for management practice.     

UNDERSTANDING NEWCOMERS’ ADAPTABILITY AND WORK‐RELATED OUTCOMES: TESTING THE MEDIATING ROLES OF PERCEIVED P–E FIT VARIABLES

Using longitudinal data from a Chinese newcomer sample (N = 671), we investigated the predictive effects of adaptability on newcomers’ work‐related outcomes. Specifically, we tested 4 perceived P–E fit variables (i.e., P–O fit, needs–supplies fit, demands–abilities fit, and P–G fit) as mediators between adaptability variables and newcomers’ work‐related outcomes. Our results showed that after controlling for demographic effects and other personality variables (i.e., proactive personality and openness to experience), newcomers’ adaptability dimensions (i.e., cultural adaptability, work stress adaptability, interpersonal adaptability, and learning adaptability) were differentially associated with improvement in newcomers’ P–E fit perceptions over a 3‐month time period. In turn, the perceived P–E fit variables were related to the newcomers’ work‐related outcomes (i.e., job performance, job satisfaction, and turnover intentions), after controlling for the socialization process variables (i.e., institutionalized socialization experience, role clarity, and job‐related self‐efficacy). The mediating roles of perceived P–E fit variables were also confirmed. Both theoretical and practical implications in terms of adaptability, newcomer adaptation processes, and P‐E fit are discussed.     

Measuring Person–Environment Fit: A further validation of the perceived fit scale

Perceived job fit typically encompasses an employee's suitability for the requirements of the job or the culture and values of the organization. This view of job fit overlooks another suitability judgment made by employees in which contribution to the organization is compared with the rewards received in return. Cable and DeRue referred to this type of fit as needs–supplies fit in their 2002 study. To distinguish needs–supply fit from the two more commonly examined types of fit, person–organization fit and person–job fit, the researchers developed the Perceived Fit Scale (PFS). The purpose of the current study was to examine the psychometric properties of the PFS by evaluating its reliability, concurrent validity, and factor structure via confirmatory factor analysis. Three hundred and seventeen certified public accountants participated in the study. The factor analysis results showed that the final model in this study was similar to the factor structure of the PFS reported by the developers, thus providing further support for need–supply fit as a viable dimension of perceived job fit.     

Is job search related to employment quality? It all depends on the fit

In this longitudinal study on job search, fit perceptions, and employment quality, 113 graduates completed surveys prior to organizational entry and 4 months after entry. Job search behavior and career planning were positively related to pre-entry person-job (P-J) and person-organization (P-O) fit perceptions, and pre-entry P-J fit perceptions mediated the relationship between career planning and postentry P-J fit perceptions. P-J and P-O fit perceptions were positively related to job and organizational attitudes, and pre-entry P-J fit perceptions mediated the relationship between career planning and job attitudes. Further, the relationships between pre-entry fit perceptions and employment quality were mediated by postentry fit perceptions. These results indicate that P-J and P-O fit perceptions play an important role in linking job search to employment quality.     

The Effect of Applicant Impression Management Tactics on Hiring Recommendations: Cognitive and Affective Processes

The main purpose of this study is to investigate whether applicants' impression management (IM) tactics indirectly influence hiring recommendations through cognitive mechanisms (i.e. recruiters' perceptions of person–organisation [P–O] fit, person–job [P–J] fit, and person–recruiter [P–R] fit) or affective mechanisms (i.e. recruiters' positive mood) during authentic employment interviews for actual job openings. Participants consisted of 221 applicant–recruiter dyads from 50 companies in Taiwan. The results demonstrated that applicants' self‐focused IM tactics are positively related to recruiter perceptions of P–J fit, which in turn influence hiring recommendations. In addition, applicant other‐focused IM tactics affect hiring recommendations through recruiters' perceptions of P–O fit. Moreover, applicants' non‐verbal IM tactics were positively related to recruiters' positive mood, which in turn affected recruiters' perceptions of P–J fit and P–O fit, thereby affecting hiring recommendations.     

Job Complexity,Performance, and Well‐being: When Does Supplies‐Values Fit Matter?*

We extend person–job fit research by investigating job performance as a moderator of the supplies–values fit relationship with strain outcomes (somatic complaints and depression). Drawing on cybernetic stress and psychological centrality perspectives, we argue that supplies–values misfit relates to lower well‐being levels when job performance is low but that this effect is attenuated when job performance is high. The results are consistent with this prediction across 3 studies that provide progressively more rigorous tests of the hypothesis. Implications of the results for theoretical and empirical person–job fit research are addressed.     

The Dynamic Relationships of Work Affect and Job Satisfaction with Perceptions of Fit

This study assessed the longitudinal relationship between perceived fit (i.e., person–organization fit, person–job fit) and affect‐based variables (i.e., job satisfaction, negative affect, positive affect) using momentary (i.e., within‐person level) and stable (i.e., between‐person level) assessments of both sets of variables. In doing so, we tested 3 theoretical models of the perceived fit and work affect relationship (i.e., fit preceding affect; affect preceding fit; reciprocal fit–affect relations) to determine (a) the antecedents and consequences of fit perceptions, (b) whether fit perceptions exhibit meaningful within‐person variability, and (c) if direct fit perceptions are simply the result of affect/job satisfaction at work or can influence such work experiences. In addition, we examined whether the relationships between affect/job satisfaction and fit perceptions were homologous (i.e., similar) across the 2 levels of analysis (i.e., within‐person and between‐person). Results indicated that fit primarily preceded affect and job satisfaction at both levels of analysis, though some specific relationships exhibited reciprocal causality and others supported affect as an antecedent of fit perceptions. Our findings paint a complex picture of the causal relationship between perceived fit and work affect.     

Recruiting on Corporate Web Sites: Perceptions of fit and attraction

This study adopted a person–organization (P–O fit) framework to investigate job seeker attraction to organizations in the context of e‐recruitment. Recruitment information posted on real corporate web sites was presented to active job seekers (N=120) in order to better understand reactions to online recruiting. Participants examined one of three corporate web sites and completed questionnaires about their perceptions of web site usability, subjective P–O fit, and organizational attraction. In addition, occupational preference, internet experience, organization size and location were used as control variables. For female participants, perceptions of web site usability and subjective P–O fit were both positively related to attraction, with subjective P–O fit mediating the relationship between web site usability and organizational attraction. These relations were not found for male participants. Implications for future empirical research and recruitment practice were discussed.     

A LONGITUDINAL INVESTIGATION OF THE RELATIONSHIPS BETWEEN JOB INFORMATION SOURCES, APPLICANT PERCEPTIONS OF FIT, AND WORK OUTCOMES

This longitudinal field study was designed to examine the relationships between job information sources, self-esteem, and perceptions of person-job (P-J) and person-organization (P-O) fit, as well as the relationships between perceptions of fit and work outcomes (job satisfaction, organizational commitment, organizational identification, intentions to quit, stress symptoms, and turnover). The results indicate that the number of formal job information sources and self-esteem were positively related to perceptions of P-J fit, and formal job information sources were positively related to perceptions of P-O fit. Perceptions of P-J fit were positively related to job satisfaction, organizational commitment, organizational identification, and negatively related to stress symptoms and intentions to quit. Perceptions of P-O fit were negatively related to intentions to quit and turnover. In addition, perceptions of fit mediated the relationships between job information sources and self-esteem with job satisfaction, intentions to quit, and turnover. These results highlight the job applicant's perspective of fit, and demonstrate the importance of both P-J and P-O fit perceptions.     

Deleterious Consequences of Change in Newcomers’ Employer-Based Psychological Contract Obligations

Purpose

This study examines the issue of change in newcomers’ employer-based psychological contract obligations over time, viewing change as a potentially important determinant of perceived contract breach and subsequent employee attitudes and behaviors.

Design/Methodology/Approach

Data were collected using a three-wave longitudinal design from newly hired faculty members (N = 106).

Findings

Newcomers’ perceptions of employer-based relational obligations significantly decreased during their first year on the job. Newcomers reacted negatively to these changes, subsequently reporting increased contract breach and more negative work attitudes (i.e., increased turnover intentions and reduced job satisfaction and organizational loyalty).

Implications

This study provides evidence of the negative effects of perceived changes to a newcomer’s psychological contract. Practitioners should implement interventions to ensure a realistic set of psychological contract obligations are developed from the start in order to minimize the likelihood that newcomers will modify these obligations downward; and, therefore, experience these negative attitudes toward the organization.

Originality/Value

Drawing from the realistic job preview and socialization literatures, this study examines a topic that has received little empirical attention in the extant psychological contract research, yet has important implications to the management of employees’ psychological contracts. Using both a three-wave longitudinal field design and a more rigorous statistical analysis for assessing change (i.e., latent growth curve modeling), we add a unique contribution to the extant research by identifying the negative consequences of psychological contract change on newcomers’ subsequent work perceptions and attitudes.     

An Integrative Model Linking Supervisor Support and Organizational Citizenship Behavior

This study extends previous research by proposing an integrative model that examines the mediating processes underlying the relationship between leader support and employee OCB. Data were collected from 323 employees and their immediate supervisors in seven Taiwanese companies. Results showed that supervisor support influenced the employees’ OCB indirectly through two cognitive processes (job satisfaction and person–organization fit) and one affective process(job tension).     

工作重塑：获得意义性工作与个人成长的新途径

工作重塑是组织行为学中新近出现的一个热点话题,是指员工通过自己对工作进行重新建构来形塑自己的工作认同以及工作角色,其核心目的就是员工对他们的工作进行再设计以获得较高的工作意义感、工作投入以及工作满意度等,进而快乐地工作。在系统梳理有关工作重塑的理论与实证研究文献的基础上,从工作重塑概念的解读、工作重塑的方式与方法、工作重塑的预测因素、工作重塑对个体与组织的影响以及工作重塑的培养策略等方面进行了综述,以便人们更深入地体会其丰富的理论内涵和实践价值;最后,该文指出未来工作重塑的研究应继续注重理论建构的丰富与完善、关注工作重塑的个体与群体差异性以及深化工作重塑与组织之间的关系研究。     

The role of leader relationship quality in the development of employee fit perceptions

Despite being a subject of scholarly inquiry for nearly a century, some components of person–environment fit remain enigmatic. This research seeks to explore the relational factors that are associated with employee identity and how this lens can provide explanatory factors that link leader–employee relationships to employee performance. Across a two‐study, multi‐rater constructive replication design, our results support the tenets of the identity theory that suggests the quality of the leader–employee relationships informs employees of their person–organization (PO) and person–job (PJ) fit, leading to higher performance. Across both the studies, high‐quality leader–employee relations (conceptualized as LMX and trust in leader) were related to higher levels of PO and PJ fit. Our results also indicate that PO and PJ fit uniquely drive higher levels of performance as rated by multiple constituents, helping delineate the impact of PO and PJ fit on work outcomes. Specifically, in Study One (N = 111), PJ fit mediated the relationship between LMX and leader‐rated performance, whereas in Study Two (N = 94), PO fit mediated the relationship between trust in leader and peer‐rated performance. This work provides preliminary support that leaders, through their relationships, can help shape employee fit perceptions and ultimately impact performance. Such knowledge can inform organizations and leaders, and emphasizes the formative role that leaders play in the organizational lives of their employees.     

A Longitudinal Investigation of Person–Organization Fit,Person–Job Fit,and Contextual Performance: The Mediating Role of Psychological Ownership

In this study we present new insights into the relationships surrounding employees’ feelings of psychological ownership (PO) at work and the resulting effects on contextual performance. Characterized by a feeling of possession, PO has been theorized to have positive influences on the attitudes and behaviors of employees. To explore PO’s effects, we conducted a three-stage questionnaire survey of employees and their supervisors at a multinational pharmaceutical company in Taiwan. To help attenuate the errors associated with common method variance that trouble most studies using simultaneous data, a longitudinal approach was taken to investigate the relationships between person–organization fit, person–job fit, and PO. During the first stage of data collection, 330 questionnaires were sent to employees, and 168 (51%) valid questionnaires were returned. During the second stage, questionnaires were sent to the 168 employees who had responded to the first-stage survey. There were 134 (80%) valid questionnaires returned. Finally, during the third stage, questionnaires were sent to the supervisors of all 134 employees who had responded to the second-stage survey. There were 88 (66%) valid questionnaires returned. Findings reveal that person–job fit was significantly related to PO, and PO was significantly related to contextual performance. However, contrary to predictions, person–organization fit was positively, but not significantly, related to PO. We conclude by discussing the implications of these findings for both academics and practitioners and make suggestions for future research.     

The Relative Strength of Job Attitudes and Job Embeddedness in Predicting Turnover in a U.S. Military Academy

This longitudinal study explored the relative strength of job satisfaction, components of organizational commitment, dimensions of job embeddedness and person–organization fit as predictors of voluntary turnover at the U.S. Air Force Academy. Using survey data from 643 first- and second-year cadets, we found that job satisfaction, affective commitment, on-the-job embeddedness, and person–organization fit were significantly negatively related to turnover. Based on relative weights analysis, we found the most powerful predictor of cadet turnover was person–organization fit, which has important implications for military leaders.     

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.     

Chameleonic obsessive job passion: demystifying the relationships between obsessive job passion and in-role and extra-role performance

In seeking to address the theoretical ambiguity regarding how and when obsessive job passion (OJP) leads to work performance, we integrate both self-verification and person–environment (P-E) fit perspectives to propose and test a moderated mediation model linking OJP to performance. We argue that OJP is indirectly related to co-worker-rated in-role and extra-role performance through self-verification, and these indirect links are conditioned by perceived demands–abilities (D-A) fit and needs–supplies (N-S) fit. Results from 190 healthcare professionals and their co-workers collected at three different time periods revealed the contrasting roles played by these two moderators. Individuals with higher OJP self-verify more when they perceive low D-A fit, but self-verify less when they perceive high N-S fit, whereas the opposite holds true for high D-A fit and low N-S fit. Contrary to predictions, negative relationships were found between self-verification and both types of performance. Specifically, OJP is associated with greater in- and extra-role performance (because of reduced self-verification) under high perceived D-A but low N-S fit, whereas the opposite results are observed under low perceived D-A and high N-S fit. The findings underscore the contingent nature of OJP and contribute to job passion, self-concept, and person–environment fit research.     

A Tailored Policy‐capturing Study on PO Fit Perceptions: The ascendancy of attractive over aversive fit

Job‐seekers are attracted to organizations if they perceive fit between their personal values and those of an organization. It is often assumed that people's person–organization (PO) fit perceptions reflect an overall comparison between the person and the organization: fits on values that are personally attractive, aversive, or relatively neutral are weighed equally. In this study, we questioned this assumption. Based on regulatory focus theory and construal level theory, we proposed that fit on values that are personally attractive would especially contribute to the perception of PO fit. Four policy‐capturing studies indeed showed that job‐seekers do not weigh all value fits equally. Rather, they weigh fit on personally attractive values more heavily than fit on personally aversive and neutral values. Thus, job‐seekers perceive high PO fit particularly when information about a prospective organization supports values that are personally attractive to them. Theoretical implications and directions for future research are discussed.     

The Relationship Between Person–Environment Fit,Control, and Strain: The Role of Ergonomic Work Design and Training

Ergonomics is an important workplace practice. Experienced stress in the workplace manifests itself in poor physical and mental health, and is associated with numerous negative personal and organizational outcomes. This study examines ergonomics and ergonomic training and their potential to reduce dysfunctional personal and work outcomes; specifically, job induced‐tension and job dissatisfaction directly and through perceptions of person–environment fit and perceptions of control. Quantitative and qualitative findings indicate positive relationships between ergonomic design and ergonomic training with perceptions of person–environment fit and control. Person–environment fit and control fully mediated the relationship between training satisfaction (component of ergonomic training) and job dissatisfaction, while partially mediating the relationship between work‐area design (a component of ergonomic design) and job‐induced tension.