Attracting Applicants on the Web: PO fit,industry culture stereotypes,and website design

This study tested the extent to which industry culture stereotypes influence job‐seekers' Person–Organization fit when job‐seekers inspect organizations' websites. We proposed that PO fit would relate to Person–Industry (PI) fit, which is the fit between personal values and industry culture stereotypes. Furthermore, a good website design should negatively relate to the use of industry culture stereotypes for assessing actual organizations, yet this relationship should be moderated by job‐seekers' PI fit. Our hypotheses were confirmed. An organization's website design affects the use of industry culture stereotypes, but this depends on an individual's PI fit. Individuals use industry culture stereotypes when inspecting organizations' websites particularly if they find the website less attractive and if PI fit is low.     

How Interviewees Consider Content and Context Cues to Person–Organization Fit

The interview is an ideal opportunity for job candidates to assess their fit with potential employers. While research shows that candidates' perceptions of person–organization (PO) fit lead to important outcomes, fewer studies explore how such perceptions are formed. A policy‐capturing study modeled how job candidates detect and interpret cues from the interview to inform their determinations of PO fit. A total of 213 participants read a series of vignettes representing interview scenarios, and rated each in terms of his/her perceived PO fit. Evidence showed that participants considered context factors (interview procedure practices and interviewer behaviors) more than the values‐relevant content of interview questions when assessing their level of PO fit.     

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.     

Person–organization fit effects on organizational attraction: A test of an expectations-based model

This study investigates the mechanisms that explain why person–organization (PO) fit impacts organizational attraction. Adopting Edwards and Cable’s (2009) approach, an integrative model is developed around the idea that experiencing value congruence during the recruitment process perpetuates certain expectations about future work environments and employer relationships. These expectations in turn have a positive impact on organizational attraction. Evidence from a longitudinal study on a sample of job seekers suggests that expected opportunities for value expression and need fulfillment offered the most viable explanations of value congruence effects. The implications of important observed differences in the experience of PO fit between job seekers and full-time employees are discussed.     

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.     

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.     

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.     

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.     

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 Mediated Moderation Model of Recruiting Socially and Environmentally Responsible Job Applicants

Socially and environmentally responsible organizations must attend to the fit of employees with the values of the organization. Recruiting practices are a key tool for ensuring fit with an organization's culture and values. We develop and test a model of the process through which recruitment information about an organization's social and environmental responsibility values differentially affect job seeker perceived fit, attraction, and job pursuit intentions depending on job seekers’ desire to have a significant impact through work. Our model of mediated moderation is tested with a sample of 339 actual job seekers using conditional process modeling and nonlinear bootstrapping techniques. Results support expectations that advertisement messages about an organization's social and environmental responsibility values interact with applicants’ desire to have a significant impact through work to influence job pursuit intentions through the hypothesized mediational process. Implications of the model for research on recruitment and organizational social and environmental responsibility are discussed.     

PAY PREFERENCES AND JOB SEARCH DECISIONS: A PERSON-ORGANIZATION FIT PERSPECTIVE

The present study investigated the degree to which pay preferences influenced job search decisions in both hypothetical and actual organizations, and the degree to which preferences for particular compensation attributes depended on job seekers' dispositional characteristics. Based on prior theory and research, we hypothesized that certain pay systems generally would be preferred by job seekers, that these pay systems would affect applicant attraction to organizations, and that different types of job seekers would be attracted to different types of pay systems. The sample comprised 171 college students who were seeking jobs during the study, and who represented six majors, three degree types, and two degree levels. Experimental policy-capturing results and results obtained about actual companies with which the job seekers would potentially interview supported hypotheses that organizations perceived to offer high pay levels, flexible benefits, individual-based pay, and fixed pay policies were more attractive to job seekers. Results further suggested that the attractiveness of these pay policies may be heightened by greater levels of fit between individual personality traits and compensation system characteristics.     

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.     

Ethnic and Gender Differences in Applicants' Decision‐Making Processes: An Application of the Theory of Reasoned Action

Although a growing proportion of the new entrants into the workforce consist of women and ethnic minorities, relatively little is known about the recruitment and job choice processes of these applicant groups. Therefore, this study investigated cultural and gender differences in job application decision processes among 191 job seekers looking for temporary employment. The theory of reasoned action (TRA) was found to be a valid framework to explain job application decisions, although gender differences existed in the strength of the relations. Job attractiveness and perceived person–organization fit added to the prediction of job application intention over and beyond the TRA variables.     

Detrimental Effects of Newcomer Person-Job Misfit on Actual Turnover and Performance: The Buffering Role of Multidimensional Person-Environment Fit

Researchers of person–job (P-J) misfit have suggested that newcomers who “misfit” with their job often perform poorly and eventually leave the organization. However, no known studies have examined ways to alleviate the negative impacts of newcomers’ P-J misfit. Based on the theory of work adjustment and the spillover model of person–environment fit, we explore whether newcomers’ fit with the social context (i.e. person–group [P-G] and person–organization [P-O] fit) and interpersonal relationships (i.e. person–mentor [P-M] and person–supervisor [P-S] fit) can buffer the detrimental outcomes of newcomers’ P-J misfit. Using data from two field studies with time-lag and multi-source research designs, the results consistently show that: (1) newcomers’ P-G fit buffered the positive relationship between their initial N–S misfit and subsequent actual turnover, (2) newcomers’ P-M fit buffered the negative relationship between their initial D-A misfit and subsequent task performance. Theoretical and practical implications are also discussed.     

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 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.     

Perceived Emotional Demands–Abilities Fit

The purposes of this paper are to introduce the concept of perceived emotional demands–abilities (ED–A) fit and develop theory about how it relates to other fit perceptions as well as employee well‐being and performance outcomes. ED–A fit is defined as the perceived congruence or match between the emotional demands of the job and one's abilities to meet those demands. In two studies using occupationally diverse samples from Western and Eastern cultures, we empirically distinguished perceived ED–A fit from other fit perceptions (i.e. person–organisation, demands–abilities, needs–supplies, person–group, person–supervisor). In addition, across the two studies, we found that perceived ED–A fit accounted for incremental variance in job satisfaction, work tension, felt inauthenticity, burnout, self and supervisor ratings of job performance, and psychological need satisfaction, controlling for the effects of other fit perceptions.     

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.