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Article
Publication date: 9 October 2023

Zaid Oqla Alqhaiwi, Tamer Koburtay and Osman M. Karatepe

Drawing from conservation of resources (COR) and regulatory fit theories, this paper aims to propose and examine moderated mediation model of service innovative behavior among…

Abstract

Purpose

Drawing from conservation of resources (COR) and regulatory fit theories, this paper aims to propose and examine moderated mediation model of service innovative behavior among salespeople.

Design/methodology/approach

The hypothesized links were gauged based on time-lagged and multiple sources of data collected from salespeople and their supervisors in a large-scale multi-brand retail firm.

Findings

The hypothesized relationships were confirmed, and the moderated mediation model proposed in this paper was viable. Results suggest that person–job (P-J) fit boosts salespeople’s service innovative behavior, and intrinsic motivation (INTMOT) mediates this relationship. Promotion focus strengthens the positive influence of P-J fit on salespeople’s INTMOT. More importantly, promotion focus moderates the indirect positive link between P-J fit and service innovative behavior through INTMOT.

Originality/value

This research enhances the current knowledge by assessing promotion focus as a moderator of the impact of P-J fit on service innovative behavior via INTMOT among salespeople. To the best of the authors’ knowledge, there is no established research examining the abovementioned links in the sales literature.

Details

Journal of Services Marketing, vol. 37 no. 9
Type: Research Article
ISSN: 0887-6045

Keywords

Article
Publication date: 15 July 2022

Wenzhu Lu, Haibo Wu, Shanshi Liu, Zisheng Guo and Xiongtao He

Based on the person-environment (P-E) fit theory, this study aims to explore the effect of customer mistreatment on the reduced service performance of hospitality employees…

1068

Abstract

Purpose

Based on the person-environment (P-E) fit theory, this study aims to explore the effect of customer mistreatment on the reduced service performance of hospitality employees mediated by person-job (P-J) fit perceptions and moderated by job crafting.

Design/methodology/approach

The authors tested this study’s hypotheses with a nine-day diary study involving 83 service employees located in Lanzhou, China; a total of 548 daily surveys were completed. The authors used multilevel structural equation modeling to analyze the data.

Findings

Employees who experienced daily customer mistreatment suffered diminished P-J fit perceptions, leading to lower levels of service performance the next day. In addition, job crafting significantly buffered the impact of customer mistreatment on P-J fit perceptions and the indirect impact of customer mistreatment on service performance through P-J fit perceptions.

Practical implications

Given the damaging effect that customer mistreatment has on service performance, where employees’ P-J fit perceptions are impaired, hotel managers should implement service competence improvement training programs and managerial preventions to reduce the possibility of customer mistreatment behavior. The moderating role of job crafting behavior suggests that managers should offer supportive practices (i.e. job autonomy) to encourage job crafting behaviors among employees.

Originality/value

This study reveals that individuals’ P-J fit perceptions can explain the damaging impacts of customer mistreatment on service performance, a finding that contributes valuable information to the literature on customer mistreatment and P-E fit. Second, this study also tests the impact of individuals’ job crafting behaviors in terms of mitigating the negative effect of customer mistreatment. Finally, this study’s findings broaden the scope of predictors of P-J fit perceptions by revealing that customer mistreatment can pose a threat to hospitality employees’ P-J fit perceptions.

Details

International Journal of Contemporary Hospitality Management, vol. 34 no. 10
Type: Research Article
ISSN: 0959-6119

Keywords

Article
Publication date: 1 May 2009

Mohamed H. Behery

The aim of this paper is to examine the mediation effect of the psychological contract (PC) on the relationship between person–organization (P‐O) fit, person–job (P‐J) fit and…

3923

Abstract

Purpose

The aim of this paper is to examine the mediation effect of the psychological contract (PC) on the relationship between person–organization (P‐O) fit, person–job (P‐J) fit and affective commitment to the organization (organizational affective commitment or OAC).

Design/methodology/approach

The empirical data for the study were collected using self‐administered questionnaires with 960 participants from 16 large companies in the UAE. Respondents were asked to provide their perceptions of the main concepts used in the study.

Findings

The results indicate that P‐O fit and P‐J fit were positively related to the OAC. In addition, the PC was found to be a partial mediator between P‐O fit, P‐J fit and OAC.

Research limitations/implications

The findings imply that managers should take into consideration the P‐O fit when selecting new employees.

Originality/value

Since little is known about the process by which UAE organizations promote the P‐J fit, P‐O fit or OAC, this article contribute to the literature by examining HRM practices in a non‐western, cross‐cultural context.

Details

Cross Cultural Management: An International Journal, vol. 16 no. 2
Type: Research Article
ISSN: 1352-7606

Keywords

Article
Publication date: 3 January 2022

Peetikarn Pattanawit and Peerayuth Charoensukmongkol

This study aims to apply the person-environment fit theory to examine the effect of workplace spirituality on real estate agents’ person-job (P-J) fit. Moreover, P-J was proposed…

Abstract

Purpose

This study aims to apply the person-environment fit theory to examine the effect of workplace spirituality on real estate agents’ person-job (P-J) fit. Moreover, P-J was proposed as a mediator to explain the effect of workplace spirituality on customer-oriented organizational citizenship behavior (CO-OCB) and job performance that real estate agents demonstrate.

Design/methodology/approach

A sample of 398 agents was obtained from 60 brokerage firms in Bangkok, Thailand. The data were collected through an online questionnaire survey. Data analysis was performed using partial least squares structural equation modeling.

Findings

The analysis supported the positive association between workplace spirituality and P-J fit. In addition, the mediating effect analysis showed that P-J fit mediated the association between workplace spirituality and CO-OCB in part, but mediated the association between workplace spirituality and job performance fully.

Originality/value

The findings overall clarify the theoretical mechanism by which workplace spirituality motivates real estate agents to demonstrate positive work behavior and enhanced performance.

Article
Publication date: 7 October 2013

Wan-Yu Chen, Mei-Ling Wang and Bi-Fen Hsu

Human resource management may have great distinctions in different cultural contexts; past researches have increasingly discovered the differences between Eastern and Western…

Abstract

Purpose

Human resource management may have great distinctions in different cultural contexts; past researches have increasingly discovered the differences between Eastern and Western perspectives. For employee selection, Chinese bosses usually employ acquaintances and relative bases on accumulated favors and relationship intensity in Chinese society. This study aims to investigate the relative importance of P-J fit, P-O fit and guanxi when Chinese recruiters judge the qualifications of job applicants.

Design/methodology/approach

To test the hypotheses in this paper, the authors use a policy capturing methodology that is widely used for analyses of human judgment and decision making. This design enables the authors to infer the way managers integrate different indices of selection in making decisions. During the period of time, the study was running, 95 participants with hiring experience in Chinese regions completed the task, and they were from several industries for the generalization of this study.

Findings

The results indicate that P-J fit, P-O fit and guanxi all have a unique impact on manager's hiring decisions in Chinese society, and P-J fit is weighted more heavily than P-O fit and guanxi.

Originality/value

This is the first study that integrates the Eastern and the Western perspectives, supplements the gap between selection and fit theory in the West and proves that P-J fit, P-O fit and Chinese guanxi all have individual influence on hiring decisions. “Guanxi” is the key factor that has great impact on the process of hiring decisions in Chinese societies compared with Western organizations.

Details

Journal of Technology Management in China, vol. 8 no. 3
Type: Research Article
ISSN: 1746-8779

Keywords

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.

4091

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.

Details

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

Keywords

Article
Publication date: 5 October 2015

Aditi Sarkar Sengupta, Ugur Yavas and Emin Babakus

The purpose of this paper is to investigate the mediating role of person-job (P-J) fit on the impact of organizational resources (training and service technology), and a personal…

1722

Abstract

Purpose

The purpose of this paper is to investigate the mediating role of person-job (P-J) fit on the impact of organizational resources (training and service technology), and a personal resource (customer orientation) on frontline bank employees’ job performance and turnover intentions.

Design/methodology/approach

A large-scale survey of 530 frontline employees of a national bank in New Zealand serves as the study setting.

Findings

Among others, results show that P-J fit fully mediates the impact of training on turnover intentions and job performance.

Research limitations/implications

The cross-sectional nature of the study does not allow causal inferences. Therefore, future studies should adopt longitudinal designs.

Practical implications

Management should be careful in planning and providing organizational resources to frontline employees to enhance their perception of P-J fit. Also investing in the recruitment and selection of customer-oriented frontline employees would be a prudent course of action.

Originality/value

Empirical research in the banking services literature pertaining to the mediating role of P-J fit is scarce. There is also a lack of research regarding the interaction between personal and organizational resources resulting in complementary or supplementary effects on frontline employees’ fit perceptions. This study fills in the void in both areas.

Details

International Journal of Bank Marketing, vol. 33 no. 7
Type: Research Article
ISSN: 0265-2323

Keywords

Article
Publication date: 18 March 2021

Dong Ju, Jingjing Yao and Li Ma

Job involvement is an important predictor of how well employees perform and feel at work. However, despite fruitful findings, little is known about how person–job (P–J) fit

Abstract

Purpose

Job involvement is an important predictor of how well employees perform and feel at work. However, despite fruitful findings, little is known about how person–job (P–J) fit affects job involvement.

Design/methodology/approach

This study used a cross-sectional design and collected data from 375 employees and 50 managers. Multivariate regression was applied to test the moderated curvilinear model.

Findings

This study found an inverted U-shaped relationship between P–J fit and job involvement. For employees with a strong performance goal orientation, maximum job involvement occurred at a higher level of P–J fit, whereas for employees with a strong learning goal orientation, maximum job involvement occurred at a moderate level of P–J fit.

Practical implications

Managers should be aware that solely maximizing fit may not constantly yield positive outcomes, and that ignoring differences in employee needs and goals may be counterproductive.

Originality/value

The study challenges the conventional wisdom that a high P–J fit is always productive by showing that a high fit may sometimes jeopardize job involvement, particularly for certain employees.

Details

Journal of Managerial Psychology, vol. 36 no. 5
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 15 September 2022

Eka Pariyanti, Wiwiek Rabiatul Adawiyah and Siti Zulaikha Wulandari

There are two objectives in this study. First, testing the relationship between person-organization fit (P-O fit) and person-job fit (P-J fit) on turnover intentions. Second…

Abstract

Purpose

There are two objectives in this study. First, testing the relationship between person-organization fit (P-O fit) and person-job fit (P-J fit) on turnover intentions. Second, examining the moderating role of kinship on the relationship between P-O fit and P-J fit on turnover intentions.

Design/methodology/approach

This research was conducted at private universities in Lampung with a total of 282 respondents. The analytical method used to test the research hypothesis was moderated regression analysis (MRA)

Findings

There are five proposed hypotheses, and all of them are supported. The findings of this study reveal that P-O fit and P-J fit are predictors that are negatively related to turnover intentions. Furthermore, kinship moderates the relationship between P-O fit and P-J fit on turnover intentions.

Research limitations/implications

This study adds to the literature on turnover intentions in universities and underscores some important advances and contributions in developing a human resource management theory related to social capital. Based on the findings of this study, organizations are expected to pay more attention to P-O fit, P-J fit and kinship to reduce the level of turnover intentions. Employers are expected to choose people who match the organization's values and work and create interpersonal relationships between them to reduce turnover intentions, which mean the findings extend the theory of attraction-selection-attrition (ASA), social exchange and social capital. These findings provide theoretical and pragmatic insights for human resource management practitioners and relevant stakeholders.

Practical implications

Practically, the concepts of P-O fit and P-J fit are important to be considered by the leadership because creating a suitable environment for employees will trigger positive behaviors. Leaders must find the right people for the environment and the right environment for the employees. Furthermore, this study has implications for a relational approach to overcoming turnover intentions in the workplace. The relational approach is in the form of kinship. Organizations that encourage opportunities for social interaction among members can reduce employee turnover and tend to create positive social capital.

Social implications

In social practice, kinship connects people in an organization. The existence of kinship in an organization helps academicians get relational and emotional support from coworkers and superiors so that they will feel a family relationship that may not be found in other organizations, which eventually reduces turnover intentions.

Originality/value

The originality of this study lies in investigating the moderating role of kinship on the relationship between P-O fit and turnover intentions. Kinship in this study is different from research in general. “Kinship” here is based on a kinship perspective because of the peculiarities of Asian culture, especially in Indonesia, namely kinship without blood relations and marriage.

Details

Journal of Applied Research in Higher Education, vol. 15 no. 4
Type: Research Article
ISSN: 2050-7003

Keywords

Article
Publication date: 23 May 2018

Ahmed Abdalla, Ahmed Elsetouhi, Abdelhakim Negm and Hussein Abdou

The purpose of the paper is to fill gaps in the existing fit and turnover intention (TI) literature by investigating a more comprehensive model, in which TI is proposed to be…

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Abstract

Purpose

The purpose of the paper is to fill gaps in the existing fit and turnover intention (TI) literature by investigating a more comprehensive model, in which TI is proposed to be influenced by the interplays of three multidimensional types of fit including, person-organization (P-O) fit, person-group (P-G) fit, and person-job (P-J) fit.

Design/methodology/approach

Participants were selected from different specializations within Mansoura University medical centers, where each medical center was represented proportionately within the sample. Data were collected using self-administered questionnaires. Questionnaires were provided to 850 employees who agreed to participate. Of the 850 questionnaires distributed, 385 were valid and complete (n=385). Partial least squares analysis was utilized for the analyses.

Findings

Results showed that P-O fit, P-G fit, and P-J fit were positively related to each other and negatively related to TI. Furthermore, the negative relationship between P-O fit and TI is partially mediated by P-G fit and P-J fit.

Originality/value

The present study simultaneously examines the multidimensional effects of different fit perceptions on TI. In doing so, we identify which of the fit perspectives influence TI more intensely. Moreover, the authors advance current insights by investigating the mediating roles of P-G fit and P-J fit in the relationship between P-O fit and TI.

Details

Personnel Review, vol. 47 no. 4
Type: Research Article
ISSN: 0048-3486

Keywords

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