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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.

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.

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.

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.

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.

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.

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

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.

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.

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

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.

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

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

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

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.

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.

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.

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.

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.

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.

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.

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.

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.

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

“Fit” as a human resources decision criterion has emerged as an active body of research in recent years, but its “elusiveness” as a scientific construct, noted more than a decade ago by Judge and Ferris, still remains. To best address this issue, this chapter proposes an integrative theory of multidimensional fit that encompasses five relevant (and distinct) streams of current fit research: Person-Organization Fit, Person-Vocation Fit, Person-Job Fit, Person-Preferences for Culture Fit, and Person-Team Fit. It is proposed that these five dimensions of fit relate to an individual's self-concept; moreover, an individual assesses multidimensional fit utilizing a social cognitive decision-making process called prototype matching. By assessing fit across multiple dimensions, an individual can both gain a social identity and expand the self-concept, which explains the motive to fit. Testable propositions are formulated, and implications for multidimensional fit across the employment lifecycle are discussed. Furthermore, directions for future fit research are provided.

Seeking to build a deeper understanding of a higher level of hospitality in terms of employee task performance, this study aimed to explore different person–environment (P–E) fit types and the corresponding effects on hotel employees’ emotions and task performance, evaluated by both the employees themselves and their supervisors.

Frequency analysis, reliability analysis, confirmatory factor analysis, correlation analysis and structural equation modeling method.

The results indicated that person–organization fit was associated with emotions toward the organization, the team and the job. However, this study did not provide empirical support for hypotheses that person-team fit affected emotions. Person–job fit was also associated with positive emotions toward the organization and the job, unlike with the team. Organization emotion had positive effects on both task performances, whereas no effect was reported between team emotion and task performances.

The study suggests that hotels’ human resource administrators may want to focus on developing and strengthening P–E fit and emotional responses.

This research illustrates the impact of three types of P–E fit on self-rated and supervisor-rated performance and examines the significant mediating role of three types of emotion.

This study aims to employ a resource‐oriented theoretical perspective to examine retirees' desire to return to their former organization.

Using a cross‐sectional field study design, data were collected from 243 retirees under 65 years of age who had been retired from a career job less than ten years.

Regression results indicate that retirees who had experienced financial and pervasive role loss as well as retirees who perceived a higher fit with their former organization and the availability of desired job role options expressed significantly greater interest in returning. Retirees who experienced gains in leaving work as well as gains in their life satisfaction following retirement reported significantly less interest in returning to their former organization.

The cross‐sectional design and self‐report data create a potential for bias. Even though the findings are based on respondents' “interest” in returning to their former organization, it is not known if they actually did return.

Programs should focus on creating an environment that values older workers, and provides them with opportunities such as mentoring other workers.

Policy changes are needed to ensure that returning to work following retirement results in resource gains and not resource losses.

This study uses resource theory with a diverse sample of retirees and considers their desire to return to their original employers, thus adding value to human resources and management who wish to retain or re‐engage their own knowledgeable retirees.

The purpose of this paper is to identify how three types of socialization tactics – content, context and social tactics – influence fit perceptions, and then how three types of fit perceptions – person–organization (P–O) fit, person–job (P–J) fit and person–group (P–G) fit – mediate the relationship between socialization tactics and positive socialization outcomes: organizational commitment, job satisfaction and intent to quit.

Responses from participants – 207 Korean youth workers – were subjected to ordinary least squares path analyses with bootstrapping to test the hypotheses.

First, this study found that socialization tactics promote youth workers’ perceived fit with organization, job, and people. Then, the mediation model showed that content socialization tactics do not influence dependent variables (socialization outcomes) through mediators (fits), while context tactics influence through perceived P–O fit and P–G fit for organizational commitment only, and social tactics through perceived P–O, P–J and P–G fit for organizational commitment, job satisfaction and intent to quit.

The results of this study suggest that institutionalized social tactics can serve as a key socialization method for new employees. In addition, youth organizations need to implement jointly formal and collective training programs with follow-up social workplace learning (e.g. mentoring and study circle) to help newcomers share the values of the organization and integrate well into it.

This study contributes for understanding the socialization process of new employees working in educational and social work fields and role of fit perception between socialization tactics and their career successes.

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).

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.

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.

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

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.