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Book part
Publication date: 1 January 2014

Gary N. Burns, Levi R. G. Nieminen, Lindsey Kotrba and Daniel Denison

On a global scale, leadership takes place within a complex environment that is molded both by national culture and organizational culture influences. This chapter explores…

Abstract

On a global scale, leadership takes place within a complex environment that is molded both by national culture and organizational culture influences. This chapter explores leader-culture (L-C) fit in this global context. Drawing together distinct perspectives on national culture and organizational culture, we identify potential contingencies of L-C fit across these levels. In addition to identifying key gaps and areas for future exploration, we also discuss the practical uses of fit when selecting and developing leaders. Overall, we argue that researchers and practitioners could benefit from an expanded perspective on cultural fit to simultaneously address aspects of national and organizational culture.

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Advances in Global Leadership
Type: Book
ISBN: 978-1-78350-479-4

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Article
Publication date: 9 November 2015

Nwamaka A. Anaza

The purpose of this paper is to examine a model of employee-customer identification (ECID) using two samples: nurses and cooperative extension frontline employees. The…

Abstract

Purpose

The purpose of this paper is to examine a model of employee-customer identification (ECID) using two samples: nurses and cooperative extension frontline employees. The model posits that person-organization fit, person-job fit, and organizational identification are positively related to ECID.

Design/methodology/approach

A recursive path-based structural model was employed to test seven hypotheses regarding the relationships between the two fit constructs, organizational identification, and ECID.

Findings

In both samples, person-organization fit and person-job fit were positively related to organizational identification, and organizational identification was positively related to ECID. In the cooperative extension sample, person-job fit was positively related to ECID. Person-job fit was also indirectly related to ECID through organizational identification in both samples.

Research limitations/implications

The results imply an important relationship between person-job fit and ECID that could be useful for improving service encounters between employees and customers. In addition, an emphasis on organizational identification may also contribute to improved employee-customer relationships.

Originality/value

This study represents one of the first attempts to demonstrate a link between person-job and person-organization fit on ECID. The results of this study provide support for organizational identification and person-job fit as important factors in employee-customer relationships.

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Journal of Managerial Psychology, vol. 30 no. 8
Type: Research Article
ISSN: 0268-3946

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Article
Publication date: 12 July 2011

Fatma Nur Iplik, Kemal Can Kilic and Azmi Yalcin

The purpose of this research is to examine the simultaneous effects of person‐organization (P‐O) and person‐job (P‐J) fit on job attitudes of five star hotels' managers in Turkey.

Abstract

Purpose

The purpose of this research is to examine the simultaneous effects of person‐organization (P‐O) and person‐job (P‐J) fit on job attitudes of five star hotels' managers in Turkey.

Design/methodology/approach

Data were collected from managers of five star hotels via a web‐based questionnaire. According to the data of Ministry of Culture and Tourism, Turkey has 299 ministry licensed five star hotels. Of the 299 hotel managers, 158 (52.8 percent) have participated in the research. Correlation and regression analyses were used to test the predicted relationships.

Findings

The findings in this paper indicate that P‐O/P‐J fit positively related to organizational commitment, job motivation and job satisfaction, and according to correlation analyses results, negatively related to organizational stress level of hotel managers.

Research limitations/implications

The findings contribute to an improved understanding of the influence of P‐O and P‐J fit on job attitudes of hotel managers. Results may not generalize to other cultural or national contexts.

Originality/value

Most past research has assessed only one type of fit, without controlling for the other. This paper has contributed to the literature by investigating the combined effects of P‐O and P‐J fit on organizational commitment, job motivation, job satisfaction, and organizational stress of managers in a five star hotel context. Managerial and theoretical implications of research findings are also discussed. This paper contributes to the literature by being one of the first to examine the effects of two different types of person‐environment fit on job attitudes of Turkish hotels' managers.

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International Journal of Contemporary Hospitality Management, vol. 23 no. 5
Type: Research Article
ISSN: 0959-6119

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Article
Publication date: 1 January 1996

Ann Marie Ryan and Mark J. Schmit

Person—environment (P—E) fit has long been a focus in organizational research. A climate‐based measure of P—E Fit was developed for use in organizational and individual…

Abstract

Person—environment (P—E) fit has long been a focus in organizational research. A climate‐based measure of P—E Fit was developed for use in organizational and individual assessment. A series of studies with a Q‐sort measure of climate and fit (the Organizational Fit Instrument—OFI) indicated ways in which P—E fit information can be used in organizational development. In addition, the psychometric properties of the OFI assessed in these studies suggested that, despite the ipsative nature of the measure, it may provide the organizational development practitioner or researcher with a sound and useful tool. Suggestions for future research are proposed.

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The International Journal of Organizational Analysis, vol. 4 no. 1
Type: Research Article
ISSN: 1055-3185

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Article
Publication date: 18 May 2021

Jui-Chieh Huang

This study applies a person-environment fit (PEF) framework to examine the extent to which organizational attractiveness may be influenced by person-organization fit (POF…

Abstract

Purpose

This study applies a person-environment fit (PEF) framework to examine the extent to which organizational attractiveness may be influenced by person-organization fit (POF) feedback and person-job fit (PJF) feedback in web-based recruitment. Furthermore, the potential mediating roles of subjective POF and subjective PJF perceptions were examined.

Design/methodology/approach

Senior undergraduate business administration students participated in a two-stage experiment by completing a paper-and-pencil survey during a campus career fair and then reviewing a recruitment website.

Findings

Research findings showed that online assessment feedback on PJF was positively related to organizational attractiveness. The higher the level PJF, the more organizational attractiveness participants reported. Second, both POF and PJF feedback information can affect organizational attractiveness indirectly through subjective POF and PJF perceptions, respectively. Fresh graduates were more sensitive to PJF feedback in deciding organizational attractiveness.

Originality/value

This study contributes to the recruitment literature in at least three ways. First, online recruitment messages concerning can affect organizational attractiveness. Second, in support of the PEF framework, fresh graduates can distinguish subjective POF perceptions from subjective PJF perceptions. Third, fresh graduates are more sensitive to PJF information and perceptions in deciding organizational attractiveness.

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Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

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Book part
Publication date: 18 August 2006

Kerstin A. Aumann and Cheri Ostroff

In recent years, theory and research have been increasingly devoted to understanding organizational behavior in cross-cultural and global contexts, with particular…

Abstract

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.

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Multi-Level Issues in Social Systems
Type: Book
ISBN: 978-1-84950-432-4

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Article
Publication date: 1 April 2007

Vicente Roca‐Puig and Juan Carlos Bou‐Llusar

Miles and Snow’s (1978) model posits that organizational performance is dependent upon the degree of consistency (fit) that managers establish between organizational and…

Abstract

Miles and Snow’s (1978) model posits that organizational performance is dependent upon the degree of consistency (fit) that managers establish between organizational and environmental elements. However, different interpretations of the concept of fit coexist in the literature. We argue that in this model, consistency can be defined as a pattern of “equivalent covariance”, which is operatively created through the use of confirmatory factor analysis. The form of fit as covariance leads to the view of “configuration as quality”, in that the basic subject is the study of the interrelationships among organizational and environmental elements. The concept of fit as covariance is decidedly different from the traditional concept of fit as difference, which regards configuration as a typology or taxonomy. The covariance perspective of configurational theory is underused; for this reason, we apply this analytical perspective to a sample of 229 companies. The empirical results confirm that consistency positively influences organizational performance.

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Management Research: Journal of the Iberoamerican Academy of Management, vol. 5 no. 1
Type: Research Article
ISSN: 1536-5433

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Article
Publication date: 11 May 2021

Ambra Galeazzo, Andrea Furlan and Andrea Vinelli

Drawing on the theoretical concept of organisational fit, this paper questions the relevance of employees' participation in the link between continuous improvement (CI…

Abstract

Purpose

Drawing on the theoretical concept of organisational fit, this paper questions the relevance of employees' participation in the link between continuous improvement (CI) and operational performance. The literature has long emphasised that to be successful, CI implementation needs to rely on employees' involvement as soon as its inception. This paper argues that this approach is not generalisable.

Design/methodology/approach

Based on a database of 330 firms across 15 countries, regression analyses were used to hypothesise that the fit between CI and employee participation is positively associated with operational performance, and that the fit between CI and centralisation of authority is negatively associated with operational performance. The authors also ran a robustness check with polynomial regression analyses and the response surface methodology.

Findings

CI–employee participation fit is positively associated with operational performance, suggesting that there is less need for employees to be involved when a firm has scarcely developed CI. Employee participation becomes gradually more relevant as CI progresses. Moreover, the results demonstrate that the CI–centralisation of authority fit is negatively associated with operational performance, suggesting that a top-down management approach with centralised authority is preferable when CI is low, whereas a bottom-up management approach is helpful when a firm has extensively developed CI.

Originality/value

This research draws on the concept of organisational fit to explore the relationships between internal practices in the operations management literature. The authors suggest that managers should dynamically balance the practices of employee participation and centralisation of authority as CI improves. This study highlights that CI has different evolutionary levels that require different managerial approaches and practices.

Details

International Journal of Operations & Production Management, vol. 41 no. 13
Type: Research Article
ISSN: 0144-3577

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Book part
Publication date: 2 October 2003

Walter C Borman, Jerry W Hedge, Kerri L Ferstl, Jennifer D Kaufman, William L Farmer and Ronald M Bearden

This chapter provides a contemporary view of state-of-the science research and thinking done in the areas of selection and classification. It takes as a starting point the…

Abstract

This chapter provides a contemporary view of state-of-the science research and thinking done in the areas of selection and classification. It takes as a starting point the observation that the world of work is undergoing important changes that are likely to result in different occupational and organizational structures. In this context, we review recent research on criteria, especially models of job performance, followed by sections on predictors, including ability, personality, vocational interests, biodata, and situational judgment tests. The paper also discusses person-organization fit models, as alternatives or complements to the traditional person-job fit paradigm.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-84950-174-3

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Article
Publication date: 18 February 2021

Si Hyun Kim, M. Fernanda Wagstaff and Giacomo Laffranchini

Drawing from job characteristic theory and person-environment fit theory, the authors examine the relationship between job characteristics needs-supplies fit/misfit and…

Abstract

Purpose

Drawing from job characteristic theory and person-environment fit theory, the authors examine the relationship between job characteristics needs-supplies fit/misfit and affective organizational commitment across countries and how humane orientation moderates this relationship.

Design/methodology/approach

To test the authors’ hypotheses, the authors conducted a number of multilevel polynomial regressions with three-dimensional surface analyses on a sample of 19,049 employees from 24 countries drawn from the International Social Survey Program (ISSP) 2005.

Findings

Results indicate that job characteristics needs-supplies fit is positively related to affective organizational commitment, while job characteristics needs-supplies misfit is negatively related to affective organizational commitment. In addition, results reveal that humane orientation is relevant to increasing affective organizational commitment when external rewards job characteristics needs are higher than external rewards job characteristics supplies.

Originality/value

These results weaken the universality of job characteristics and call for a departure from a one-size-fits-all approach to human resources.

Details

Cross Cultural & Strategic Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2059-5794

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1 – 10 of over 67000