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This paper aims to describe a new measure of employee motivational fit, namely the Genos employee motivation assessment (GEMA), its predictive validity and use in learning and organizational development activities.

Within three different organizations, employees completed GEMA via an online web survey system. Correlation analyses were then performed with a series of job performance and employee engagement data.

Motivational fit (i.e. the degree of alignment between what an individual is motivated by and experiences in their work), within four areas measured by GEMA (namely, role fit, management fit, team fit, and organization fit), were found to be associated with average predictive validity correlation coefficients equal to 0.46, .073, 0.67, and 0.52, respectively.

Statistical analyses at the individual level would be beneficial in future research. Additionally, whether motivational fit can be improved via learning and/or organizational development interventions, and whether such improvement leads to corresponding improvements in performance and engagement remains to be determined.

Intervention initiatives designed to improve motivational fit need to be designed and tested. The findings of this study suggest that successful interventions may result in improvements in job performance and employee engagement.

This paper will be of interest to professionals in recruitment, learning and organizational development interested in the improvement of job performance and employee engagement. This is the first study to examine the validity of GEMA scores and to propose the potential use of motivational fit as an intervention medium to improve these areas.

The study emphasizes the role of an individual's mindfulness and temperance in making employees fit their organizations by comparing the direct effect of mindfulness and its indirect effect through temperance on the employees' person–organization fit (P-O fit). Data were collected from 185 Indian employees working at managerial positions in manufacturing and service industries through an online questionnaire in a cross-sectional research design. Structure equation modelling (SEM) was used to test the associations, and it was observed that mindfulness among employees is positively related to their P-O fit. Similarly, employees' temperance is also positively associated with their P-O fit. Furthermore, it is observed that temperance acts as a partial mediator between mindfulness and P-O fit. Mindful employees would be more aware of their surroundings, making them aware of the values that the workplace demands. The same awareness would compel the employees to have temperance (self-control) to keep their values in line with organizational values. The study contributes to the virtue theory and the value congruence theory in the organizational context. This study recommends that the management promotes mindfulness and temperance among the employees through various interventions and new technological aids to promote the P-O fit of the employees. To the best of our knowledge, this original work has novelty to investigate the relationship of mindfulness with P-O fit, taking into account the role of temperance of the employee.

In recent years, theory and research have been increasingly devoted to understanding organizational behavior in cross-cultural and global contexts, with particular attention being paid to the appropriateness of various human resources management (HRM) practices because practices that may be effective within one cultural context may not be effective in other cultural contexts. This chapter argues that a multi-level perspective is needed to explain the interplay between HRM practices and employee responses across cultural contexts. Specifically, the multi-level framework developed in this chapter elucidates the importance of fit between HRM practices, individual values, organizational values, and societal values. Societal values play a key role in the adoption of HRM practices, and the effectiveness of these HRM practices will depend largely on “fit” or alignment with the values of the societal culture in which the organization is operating. HRM practices also shape the collective responses of employees through organizational climate at the organizational level and through psychological climate at the individual level. For positive employee attitudes and responses to emerge, the climate created by the HRM practices must be aligned with societal and individual values. Building on these notions, the strength of the societal culture in which the organization is operating serves as a mechanism that links relationships between climate, value fit, and attitudes across levels of analysis. The chapter concludes with some recommendations for future research and implications for practice.

Employees' entrepreneurial behavior, innovativeness, proactiveness and risk-taking can contribute to business performance and success, making it important for the organization. Yet, little is known about how management can promote their employees' entrepreneurial behaviors. Based on workplace resources theories, the present study tested a serial mediation model. Empowering leadership predicts employees' resources of role breadth self-efficacy and meaningful work via demand-ability fit and need-supply fit, which subsequently lead employees to exhibit entrepreneurial behaviors.

Korean employees (n = 200) working in a variety of industries participated in a two-wave survey with a five-week time lag.

Structural equation modeling supported a serial mediation model showing how empowering leadership can promote employees' person-job fit. Increased person-job fit was related to enhanced employees' role breadth self-efficacy and meaningful work, which in turn predicted entrepreneurial behaviors. Alternative models with more direct paths did not improve model fit, highlighting the roles of the mediators. Empowering leadership is an important resource facilitating entrepreneurial activities through its influence on employees' fit perceptions and resources.

The present study contributes to entrepreneurial behavior literature by showing the importance of job and personal resources in explaining the determinants of employees' entrepreneurial behavior.

This present three-wave longitudinal study aims to elucidate underlying mechanism in high-performance work practices (HPWPs) and job performance relationship by examining the role of person–job as a potential mediator.

Data were collected from 357 faculty members of universities in Punjab (India) using a well-structured questionnaire for four consecutive months. Hypotheses were tested using PLS-SEM software.

This study results substantiated HPWPs have a direct favorable impact on the person–job fit because their extensive engagement policies, such as employee empowerment and rewards, help employees to perceive their jobs as being a good fit. Furthermore, these practices fulfil employment expectations for employees, resulting in job fit and boosting the employee’s performance; highlighting person–job fit as potential mediator.

Grounding on the person–environment congruence theory, this study shed light on the relationship between HPWPs and job performance via person–job fit in the Indian higher education sector. This develops a unique management philosophy and strategies for long-term sustainable growth of organizations to give proper concrete evidence for the significance of human resource management (HRM).

This study findings persuade HR professionals in higher education institutions to actively engage in reconsidering and implementing their current HPWPs efficaciously to ensure that the employees are well-suited to their roles, i.e. increased person–job fit and perform at a higher level. Furthermore, considering the favorable impact of HPWPs on job fit and performance, it is pertinent to extensively use these practices in organizations all over the world especially across developing nations as a successful HRM solution.

This longitudinal study provides first-hand information on person–job fit intervening as a mediator in HPWPs and job performance relationship thereby contributing to the current corpus of HPWPs work. This fills the gap in HPWPs and job performance literature by identifying a novel concept of person–job fit that is mostly unexplored in developing countries like India.

The present study aims to examine the mediating role of (in)voluntariness in teleworking in explaining the relationship between employees’ fit to telework and work well-being (i.e. work engagement and exhaustion).

A cross-sectional survey design was used in this study. The sample comprised 222 individuals performing telework in Portugal. Statistical analyses employed were descriptive statistics, Pearson’s correlation, confirmatory factor and structural equation analyses, and mediation analysis using Hayes Process macro.

The findings confirmed the hypothesis that employees’ fit to telework raises the voluntariness in telework and decreases involuntariness in telework. However, contrary to expectations, no significant relationships were found between voluntariness in telework, work engagement and exhaustion. Yet, involuntariness in telework showed a significant role in decreasing work engagement and increasing workers’ exhaustion. The mediating role of involuntariness in telework was confirmed in explaining the relationship between employees’ fit to telework and exhaustion.

Managers in global firms can draw from the results to understand how employees’ fit to telework directly and/or indirectly contributes to work well-being and develop human resource (HR) management practices aiming to increase employees’ fit to telework.

Although teleworking is already studied, to the best of the authors’ knowledge, no studies have analyzed the same conceptual model employees’ fit to telework, (in)voluntariness in teleworking and work well-being.

Although the physical environment provides an important context for employees' work, there remain divergent findings regarding how different spatial settings, such as more open or more closed workspaces, impact employees. Employing research on the functions of the physical work environment, we contribute to a growing body of research on employees' interactions with their workspace by developing and measuring the notion of person–space fit (P-S fit). This construct affords examination of the multi-dimensional nature of employees' interactions with their workspaces, to understand how their perceived fit with the key functions of their workspace impacts their experiences and social network activity at work.

We first develop a new P-S fit scale and test its factorial, convergent, discriminant, and incremental validity over other person–environment fit concepts (N = 155). Next, in a naturally-occurring, quasi-field experiment of a workspace change intervention moving employees from predominantly closed workspace to more open workspace (N = 47 pre-move; N = 37 post-move), we examine how changes in both workspace layout and P-S fit impact workers' experiences of their workspaces (needs for task privacy and spaciousness) and collaborative behaviors (social network activity).

Our P-S fit scale consists of theoretically and empirically validated dimensions representing fit with four workspace functions: aesthetic fit; identity fit; instrumental fit; and collaboration fit. Instrumental fit is positively associated with experiences of task privacy, whereas aesthetic fit and identity fit positively associated with experiences of spaciousness, but no forms of fit were related to social network activity. However, the findings show that work-related social network ties tended to decrease, and new ones were less likely to form, in open office spaces.

Contributing to a growing body of research linking person–environment fit literature to workspace design, this study offers a new scale assessing P-S fit and provides some empirical evidence of its importance for understanding the complexity of the employee-work environment interaction.

The purpose of this paper is to investigate the mediating impact of work engagement on the relationship between three developmental job resources (i.e. autonomy, task variety, and feedback) and proactive work behaviors. It also attempted to explore the moderating role of job fit (demands-abilities (D-A) fit and needs-supplies (N-S) fit) in the proposed model.

Data were collected from 225 employees in 20 small and medium-size enterprises in Istanbul, Turkey. Hypotheses were tested using hierarchical multiple regressions and hierarchical moderated regressions.

It was found that engagement mediated the relationships between job autonomy, task variety, and proactive behaviors. Results also revealed that the relationships between autonomy, task variety, and engagement were positive and significant only for the employees with low D-A fit while the positive impact of engagement on proactive behaviors existed only for those employees with high N-S fit. The conditional indirect impact of job resources on proactive behaviors was strongest when the D-A fit was low and the N-S fit was high while this effect was non-significant when the D-A fit was high and the N-S fit was (either) low or high.

The generalizability of the findings is limited. Moreover, as the data are cross-sectional, it is not possible to derive causal inferences about the hypothesized relationships.

Organizations should provide their employees with more autonomy and task variety to enhance their engagement and proactivity. Moreover, organizations need to consider their employees’ level of job fit when they provide certain job resources.

This study tests the mediating role of engagement on the relationships between three developmental job resources and proactive behaviors. It also sheds light on the moderating role of job fit in the proposed mediation model.

The purpose of this paper is to integrate the fit theory and the equity theory in order to stress the importance of retail supervisor's IMO adoption for enhancing contact employees' fit with their environment and for shaping positive employee extra-role behaviours towards their firm and their supervisor.

A hierarchical research design is employed with evidence from 89 from retail store supervisors through personal interviews and 417 contact employees.

This study contributes by suggesting IMO as a mechanism which can raise employees' fit with their organization and their supervisor. Another finding of this study lies on the role of IMO for positive employee-outcomes such as higher patronage and motivation to report service complaints.

Additional research is necessary to identify whether different individual characteristics and background influence employees' fit with their organization or their supervisor. The results presented in this study clearly suggest an important first step in understanding the importance of IMO adoption for employees' better fit with their environment.

Considering that supervisor's level of IMO accounts for a significant portion of contact employees' IMO adoption, it is imperative that top management must first sell the organization itself especially to middle level managers before implementing an internal marketing program across the whole firm. As IMO increases employees' fit with their environment, this paper departs from the view that managers can mainly achieve “fit” into their organization and avoid misfit only by carefully attracting and selecting individuals. moreover, managers should take into account that IMO increases employees' willingness to report service complaints to their supervisor.

This study is intended to be a key step in bringing internal marketing and fit research together while also formally including IMO into multilevel marketing research and providing an important shift for extant research by discussing how interpersonal interactions between different organizational groups shape IMO adoption. From a theoretical view, the paper extends fit theory by establishing IMO implementation as a key strategy for recovering or increasing employees' fit with their environment.

The purpose of this paper is to investigate the customer’s perception of customer-firm, customer-employee, and employee-firm fit and to assess how these fits impact the service experience.

The paper looks at the impact of fit on the service experience and focusses on three specific types of dyadic fit: customer-employee; customer-firm; and employee-firm. A conceptual model is presented, accompanied by a detailed development of the hypotheses. A sample of 447 consumers is used to empirically test the proposed model.

The analysis reveals the importance of fit and suggest a triadic relationship perspective is essential when designing for the service experience. Specifically, employee-firm fit is key to enhancing fit within the other dyads and providing a superior service experience.

The main implication is that this paper expands the investigation of fit by examining the interplay of multiple fits while also exploring how they affect the customer experience. The limitations are based primarily on methodology where the use of a survey to collect data rules out potential generalizations of true cause and effect while also potentially being subject to a common method effect.

Managers should consider adopting a triadic relationship perspective when designing for the service experience. A number of managerial implications are proposed and discussed.

Prior research has not explored the impact of fit among the customer-employee, customer-firm, and employee-firm dyads in one model on an important outcome such as the service experience. In addition, to show that customer-employee, customer-firm, and employee-firm dyadic fits are predictors of the service experience is novel.