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.     

An Examination of the Additive Versus Convergent Effects of Employee Perceptions of Fit

This study examined additive effects of various types of person–job and person–organization fit. Although numerous studies have investigated the correlates of various fit types, little research has examined whether the effects of different fit types are additive or convergent. The effects of multiple fit perceptions on job satisfaction, organizational commitment, and turnover intentions were examined. Results indicate additive effects of person–job and person–organization fit perceptions on job satisfaction and organizational commitment. The effects of person–job fit perceptions on turnover intentions were also additive. However, person–organization and person–job fit had convergent effects on turnover intention. Results indicate that managers must pay attention to various fit types for positive job attitudes and to reduce turnover.     

PERSON-ORGANIZATION FIT: THE MATCH BETWEEN NEWCOMERS' AND RECRUITERS' PREFERENCES FOR ORGANIZATIONAL CULTURES

This study examined the effects of two measures of fit on newcomers' commitment and turnover intentions, P-O fit and P-P fit. Newcomers preferences for organizational cultures were compared with supervisors' and peers' perceptions of organizational culture (P-O fit) and with their preferences for organizational culture (P-P fit). The supervisors and peers that were involved had been the newcomer's recruiters during the selection procedure and they had hired the newcomer. Subjects' culture preferences and perceptions yielded two dimensions of organizational culture: concern for people and concern for goal accomplishment. Results revealed that newcomers' concern for people P-P fit with their supervisor was related to organizational commitment and turnover intentions. P-O fit measures for both dimensions of organizational culture were not related to newcomer affective outcomes.     

Person–Organization Fit, Job Choice Decisions, and Organizational Entry

To investigate job seekers’ and new employees’ subjective person–organization (P-O) fit perceptions, we studied 96 active job seekers across three time periods, from their initial job search activity to their intended turnover from the jobs they accepted. Hypotheses were motivated by P-O fit, job choice, and organizational entry research and centered around two questions: What are the determinants of job seekers’ and new employees’ P-O fit perceptions, and how important are P-O fit perceptions in job choice decisions and work attitudes relative to job attributes? Results indicated that job seekers’ P-O fit perceptions are predicted by the congruence between their values and their perceptions of recruiting organizations’ values but not by their demographic similarity with organizational representatives. Results also suggested that P-O fit perceptions predict both job choice intentions and work attitudes, even after controlling for the attractiveness of job attributes. Finally, results suggested that job seekers can manage their future work attitudes by weighing P-O fit in their job choice decisions.     

Workplace support, discrimination, and person-organization fit: tests of the theory of work adjustment with LGB individuals

The present study explored the links of 2 workplace contextual variables--perceptions of workplace heterosexist discrimination and lesbian, gay, and bisexual (LGB)-supportive climates--with job satisfaction and turnover intentions in a sample of LGB employees. An extension of the theory of work adjustment (TWA) was used as the conceptual framework for the study; as such, perceived person-organization (P-O) fit was tested as a mediator of the relations between the workplace contextual variables and job outcomes. Data were analyzed from 326 LGB employees. Zero-order correlations indicated that perceptions of workplace heterosexist discrimination and LGB-supportive climates were correlated in expected directions with P-O fit, job satisfaction, and turnover intentions. Structural equation modeling (SEM) was used to compare multiple alternative measurement models evaluating the discriminant validity of the 2 workplace contextual variables relative to one another, and the 3 TWA job variables relative to one another; SEM was also used to test the hypothesized mediation model. Comparisons of multiple alternative measurement models supported the construct distinctiveness of the variables of interest. The test of the hypothesized structural model revealed that only LGB-supportive climates (and not workplace heterosexist discrimination) had a unique direct positive link with P-O fit and, through the mediating role of P-O fit, had significant indirect positive and negative relations with job satisfaction and turnover intentions, respectively. Moreover, P-O fit had a significant indirect negative link with turnover intentions through job satisfaction.     

Differential challenge stressor-hindrance stressor relationships with job attitudes, turnover intentions, turnover, and withdrawal behavior: a meta-analysis

In this article, a 2-dimensional work stressor framework is used to explain inconsistencies in past research with respect to stressor relationships with retention-related criteria. Results of meta-analyses of 183 independent samples indicated that whereas hindrance stressors had dysfunctional relationships with these criteria (negative relationships with job satisfaction and organizational commitment and positive relationships with turnover intentions, turnover, and withdrawal behavior), relationships with challenge stressors were generally the opposite (positive relationships with job satisfaction and organizational commitment and negative relationships with turnover intentions and turnover). Results also suggested that the differential relationships between challenge stressors and hindrance stressors and the more distal criteria (withdrawal behavior and turnover) were due, in part, to the mediating effects of job attitudes.     

JOB SEARCH BEHAVIOR OF EMPLOYED MANAGERS

Job search typically has been thought of as an antecedent to voluntary turnover or job choice. This study extends existing literature by proposing a model of the job search process and examining the search behavior of 1,388 employed managers. Managers were surveyed about their job search and voluntary turnover activities. Survey data were matched with job, organizational, and personal information contained in the data base of a large executive search firm. Results suggest that job satisfaction, compensation, and perceptions of organizational success were negatively related to job search, while desire for more work-family balance and ambition exhibited positive relations with search. Perceptions of greener pastures did not have much effect on job search among this group. Results also indicated that although some job search activity does facilitate turnover, a considerable amount of search does not lead to turnover. Thus, it appears that search serves many purposes.     

Relationships Between Politics, Supervisor Communication, and Job Outcomes

Perceptions of organizational politics (POPs) are ever present and have been shown to have many negative effects. This study investigated the influence of perceptions of politics on the consequences of turnover intentions and job frustration; 2 important outcomes in the organizational politics literature. Additionally, this study examined the role of supervisor communication as a moderator of these relationships. We investigated the relationships in a sample of 246 alumni from a midwestern university who were working in a wide range of occupations. Our results provide support for positive associations between POPs and intentions to turnover and job frustration; supervisor communication moderated these relationships. Managerial recommendations and suggestions for future research are offered.     

The convergent and discriminant validity of subjective fit perceptions

This study examined whether employees develop perceptions about 3 different types of fit: person-organization fit, needs-supplies fit, and demands-abilities fit. Confirmatory factor analyses of data from 2 different samples strongly suggested that employees differentiate between these 3 types of fit. Furthermore, results from a longitudinal design of 187 managers supported both the convergent and discriminant validity of the different types of fit perceptions. Specifically, person-organization fit perceptions were related to organization-focused outcomes (e.g., organizational identification, citizenship behaviors, turnover decisions), whereas needs-supplies fit perceptions were related to job- and career-focused outcomes (e.g., job satisfaction, career satisfaction, occupational commitment). Although demands-abilities fit perceptions emerged as a distinct construct, they were not related to hypothesized outcomes (e.g., job performance, raises).     

野心家取向:概念、测量、成因与影响

野心家取向指员工以非绩效取向的方式追求职业生涯发展的倾向。具有野心家取向的个体其生涯目标与组织目标不一致,坚信仅仅依靠绩效很难得到提升,需要运用组织政治行为、印象管理以及欺骗操纵策略获得晋升与高的绩效评定等级。对雇主的信任、感知到的组织公正、对生涯发展机会的感知、个体的交换意识、大五人格特质、马基雅维利主义以及原发性的精神病态等均会影响员工采取野心家取向的生涯发展态度。该取向雇员的工作满意度、生活满意度、内在工作动机、工作卷入度及组织承诺都比较低,而离职意向却很高,这会给组织带来消极后果。未来需从野心家取向的研究方法、变量与生态效度等方面进行深入探讨。     

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.     

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.     

Socialization tactics and newcomer adjustment: A meta-analytic review and test of a model

One of the most popular and often studied topics in the organizational socialization literature is Van Maanen and Schein’s [Van Maanen, J., & Schein, E. H. (1979). Toward a theory of organizational socialization. In B. M. Staw (Ed.), Research in organizational behavior (Vol. 1), pp. 209-264. Greenwich, CT: JAI Press.] theory of organizational socialization tactics. Over 30 studies on socialization tactics have been conducted in the past 20 years. In this meta-analysis, we examine the relationships between six socialization tactics and various indicators of newcomer adjustment as well as the moderating effects of study design (cross-sectional vs. longitudinal), measurement scale (use of complete vs. modified tactics scale), and type of newcomer (recent graduates vs. other newcomers). Our results indicate that institutionalized socialization tactics were negatively related to role ambiguity, role conflict, and intentions to quit, and positively related to fit perceptions, job satisfaction, organizational commitment, job performance, and a custodial role orientation. We also found that the social tactics (serial and investiture) were the strongest predictors of adjustment outcomes. The results also indicated that the relationships between the tactics and outcomes were stronger for recent graduates compared to other newcomers; cross-sectional designs compared to longitudinal designs; and when Jones’ [Jones, G. R. (1986). Socialization tactics, self-efficacy, and newcomers’ adjustments to organizations. Academy of Management Journal, 29, 262-279.] complete scales were used compared to modified versions. Support was also found for a mediation model of newcomer adjustment in which role conflict, role ambiguity, and fit perceptions partially mediate some of the relationships between the socialization tactics and distal outcomes of adjustment. The implications of these results for research and practice are discussed.     

Organizational Politics,Perceived Control,and Work Outcomes: Boundary Conditions on the Effects of Politics1

This investigation examined the moderating influences of perceived control (i. e., personal control and job self‐efficacy) on relationships between perceptions of organizational politics and organizational commitment, job satisfaction, intention to turnover, and job stress. Although results failed to support predictions concerning the interaction of perceptions of organizational politics and personal control, some support was found for predictions concerning the interactive influence of perceptions of organizational politics and job self‐efficacy on outcomes. Data from 189 hotel managers supported the hypothesized interactive effects of perceptions of organizational politics and job self‐efficacy for the outcomes of organizational commitment and job satisfaction. These results suggest that job self‐efficacy exacerbates the relationship between perceived politics and certain dysfunctional attitudes.     

The relationships between justice perceptions, trust, and employee attitudes in a downsized organization

The authors examined perceptions of distributive justice, procedural justice, trust, organizational commitment, organizational satisfaction, and turnover intentions among survivors in an organization that had recently completed an organizational downsizing. Results suggested that trust partially mediated the relationship between distributive justice and both organizational satisfaction and affective commitment. Additionally, the relationship between procedural justice and turnover intentions was mediated by trust perceptions.     

Feedback environment and well-being at work: The mediating role of personal control and feelings of helplessness

This study examines employees' personal control and feelings of helplessness at work as partial mediators of the relationship between the supervisor–employee feedback environment and well-being (job satisfaction, job depression, job anxiety, turnover intentions) at work. Findings are reported from a cross-sectional field study with 345 participants from three different industries. Hierarchical regression analyses showed that feedback environment was positively related to job satisfaction, personal control over information and decisions, and was negatively related to helplessness, job depression, and turnover intentions. Furthermore, personal control partially mediated the relationships between feedback environment and job satisfaction as well as job depression. Helplessness partially mediated the relationships between feedback environment and job depression, job satisfaction, and turnover intentions. This study adds to the literature on feedback environment in highlighting the importance of the supervisor–employee feedback environment for well-being at work and introducing personal control and helplessness as mediating variables.     

UNDERSTANDING THE IMPACT OF PERSONALITY TRAITS ON INDIVIDUALS' TURNOVER DECISIONS: A META-ANALYTIC PATH MODEL

Historically, researchers have sought to identify environmental causes of employee turnover. This paradigm has led to the underemphasis of individual differences as being an important cause of individuals' turnover decisions. The results of the meta-analysis show that personality traits do have an impact on individuals' turnover intentions and behaviors. The trait of Emotional Stability best predicted (negatively) employees' intentions to quit, whereas the traits of Conscientiousness and Agreeableness best predicted (negatively) actual turnover decisions. A theoretically developed path model showed important direct effects from personality to intentions to quit and turnover behaviors that were not captured through job satisfaction or job performance. These direct effects indicate that employees who are low on Emotional Stability may intend to quit for reasons other than dissatisfaction with their jobs or not being able to perform their jobs well. The direct effects on turnover suggest that individuals who are low on Agreeableness or high on Openness may engage in unplanned quitting. Personality traits had stronger relationships with outcomes than did non-self-report measures of job complexity/job characteristics.     

PERCEIVED APPLICANT FIT: DISTINGUISHING BETWEEN RECRUITERS' PERCEPTIONS OF PERSON-JOB AND PERSON-ORGANIZATION FIT

Two studies were conducted to assess whether recruiters form distinguishable perceptions of applicant person-job (P-J) and person-organization (P-O) fit. The first study used repertory grid methodology with actual recruiters and mock applicants to demonstrate that knowledge, skills, and abilities are relied on more frequently to assess P-J fit, and values and personality traits more often to assess P-O fit. Study 2, which involved actual recruiters making decisions on applicants in a field setting, supported P-J and P-O fit perceptions as 2 discernable factors. Study 2 also found that both types of perceived fit offer unique prediction of hiring recommendations. Taken together, these results present compelling evidence that recruiters discriminate between applicants' P-J and P-O fit during early interviews.     

组织政治知觉对乡村教师离职意向的影响:组织公平和组织认同的中介作用

以353名乡村中小学教师为样本,采用结构方程模型等统计方法,分析了组织政治知觉对乡村教师离职意向的影响,以及组织公平和组织认同的中介作用。结果表明：（1）组织政治知觉与乡村教师离职意向之间存在显著正相关,组织政治知觉与组织公平之间存在显著负相关;组织公平与组织认同之间存在显著正相关;组织认同与乡村教师离职意向之间存在显著负相关。（2）组织公平和组织认同在组织政治知觉对乡村教师离职意向的影响中起双重中介作用。     

AN EXPLORATORY EXAMINATION OF PERSON-ORGANIZATION FIT: ORGANIZATIONAL GOAL CONGRUENCE

Relationships between organization members'agreement on organizational goats and their attitudes and intentions regarding the organization were investigated in this study. A constituency approach was used to operationalize the organization into meaningful units as the basis for comparison between organizational members. Specifically, the congruence between hierarchical levels (supervisor-subordinate) and within a level (member-constituency) was examined. Both types of congruence were hypothesized to relate positively to job satisfaction and organizational commitment and negatively to intention to quit. The hypotheses were tested using data from 356 principals and 14,721 teachers, each rating the importance of goals for their school. The results confirmed the hypotheses regarding goal congruence among members of a constituency (teachers) and between hierarchical levels (principals and teachers), with member-constituency congruence having the greater impact on teachers'attitudes and intention to quit.