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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

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3767

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

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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…

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.

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

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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.

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3756

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

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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…

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1465

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

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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

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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…

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1644

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

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Article
Publication date: 25 January 2011

Brian D. Lyons and Janet H. Marler

This study aims to investigate whether organizational image: mediates the relationship between web site attributes and organizational attraction and moderates the…

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4005

Abstract

Purpose

This study aims to investigate whether organizational image: mediates the relationship between web site attributes and organizational attraction and moderates the relationship between person‐job (P‐J) fit and organizational attraction.

Design/methodology/approach

A total of 320 observations were collected from 80 senior‐level undergraduates, each half navigating a different set of four actual organizational web sites.

Findings

Organizational image was found to fully mediate the relationship between a web site's aesthetic features and organizational attraction; and moderate the relationship between P‐J fit perceptions and organizational attraction such that the change in organizational attraction was more sensitive to perceptions of P‐J fit when organizational image perceptions were more unfavorable rather than favorable. In addition, intercept differences revealed that individuals with below average P‐J fit were more attracted to organizations having a favorable image than an unfavorable image.

Practical implications

Findings underscore the importance of the positive relationship between organizational image and organizational attraction. In addition, organizations should assess applicant reactions to their web page, as it relates to perceptions and attitudes toward the organization.

Originality/value

This study integrates the web environment with two of the strongest antecedents to organizational attraction, organizational image and perceived P‐J fit.

Details

Journal of Managerial Psychology, vol. 26 no. 1
Type: Research Article
ISSN: 0268-3946

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Article
Publication date: 24 February 2020

Zhenyao Cai, Dandan Wu, Ying Xin, Yang Chen and Haining Wu

The purpose of this study is to investigate how and why formal mentoring support reduces newcomers' intention to leave from the perspective of uncertainty reduction theory.

Abstract

Purpose

The purpose of this study is to investigate how and why formal mentoring support reduces newcomers' intention to leave from the perspective of uncertainty reduction theory.

Design/methodology/approach

Time-lagged data were collected from two sources, mentors and newcomers, and 193 paired data sets were included in the analysis.

Findings

The results showed that formal mentoring support was positively related to newcomers' person–organisation fit (P–O fit) and person–job fit (P–J fit). In addition, P–O fit and P–J fit mediated the relationship between formal mentoring support and newcomers' intention to leave. Moreover, newcomers' uncertainty avoidance orientation strengthened the relationship between formal mentoring support and perception of fit, and it strengthened the indirect effect between formal mentoring support and newcomer's intention to leave, via the perception of fit.

Originality/value

This study enhances our understanding of the underlying mechanism between formal mentoring support and newcomers' intention to leave. Moreover, it demonstrates that uncertainty avoidance orientation is an important boundary condition during the process of organisational socialisation. The findings also contribute to the organisational socialisation and the mentoring literature by providing evidence from a blue-collar sample.

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Article
Publication date: 7 September 2020

Jeevan Jyoti, Poonam Sharma, Sumeet Kour and Harleen Kour

Organizations try to appoint individuals who fit in with their values and goals. Employees who do not fit in with the organization's core values and goals prefer not to…

Abstract

Purpose

Organizations try to appoint individuals who fit in with their values and goals. Employees who do not fit in with the organization's core values and goals prefer not to stay on for a longer period of time. The present study is an attempt to explore the impact of person–job (P–J) fit on organizational commitment through job involvement and career commitment with an application of a serial multiple mediation model.

Design/methodology/approach

Data have been collected through a structured questionnaire. The population comprised the teachers, working in the higher education sector. The different constructs used have been duly validated with the help of exploratory and confirmatory factor analyses. Further data reliability and scale validity have been checked too. In order to test the serial multiple mediation model, the authors adopted a regression-based approach and bootstrapping method suggested by Hayes (2012; 2013). Accordingly, PROCESS developed by Hayes (2012) has been used.

Findings

The results revealed that job involvement and career commitment mediate the relationship between P–J fit and organizational commitment individually as well as together.

Research limitations/implications

The present study is confined to government degree colleges only. The element of subjectivity might not have been checked completely as teachers have responded on the basis of their own experience and perceptions regarding the items in the questionnaire. The study is cross sectional in nature.

Practical implications

The paper addresses the interest of wide spectrum of stakeholders including the management, organizations and employees. So, the authors have extended general implications, which are for all those organizations that want to improve person–organization (P–O) fit and commitment of their employees. These implications will help organizations to take specific initiatives to improve the P–J fit of their employees, which will subsequently enhance their commitment level.

Originality/value

The findings of the present study will help the stakeholders in the higher education sector to identify best employees and undertake the initiatives to generate better job involvement and commitment, which will be a win–win strategy for both (employees as well as the organizations).

Details

International Journal of Educational Management, vol. 35 no. 1
Type: Research Article
ISSN: 0951-354X

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Article
Publication date: 29 July 2014

Jaleh Farzaneh, Ali Dehghanpour Farashah and Mehdi Kazemi

Drawing upon the social exchange theory and empowerment theory, the purpose of this paper is to investigate the effect of perceived person-environment fit on…

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7437

Abstract

Purpose

Drawing upon the social exchange theory and empowerment theory, the purpose of this paper is to investigate the effect of perceived person-environment fit on organisational citizenship behaviour (OCB). Furthermore, this study assesses the roles of organisational commitment and psychological empowerment (PE) in this relationship.

Design/methodology/approach

Respondents of this study were employees of the Iran Northeast Gas Transfer Company. Data were collected through conducting a survey on 500 employees, of which 412 questionnaires were used for further analysis. Confirmatory factor analysis, structural equation modelling, Baron and Kenny's (1986) procedure for examining mediator effect, and finally Zhao and Cavusgil's (2006) technique of evaluating moderator effect were utilised for the analyses.

Findings

Results indicated that organisational commitment acts as a mediator between person-job (P-J) fit and person-organisation (P-O) fit and OCB. PE acts as a moderator between organisational commitment and OCB.

Practical implications

This research has implications for approaches to human resource management in organisations.

Originality/value

This study empirically synthesises the joint effect of P-O fit and P-J fit on a behavioural variable (OCB) in the social context of organisation and explains the mechanism of the effect. The pattern of relationships tested is relatively novel.

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