Search results

This paper seeks to explore gender‐related behavior in relation to person‐group fit, person‐organization fit, and career decisions in order to identify relevant constructs and relationships and present suggestions for further research.

A model was developed based on a review of several literature bases including gender theories, gender enactment, person‐group fit, and person‐organization fit.

Propositions for future research were developed and focus on the relationships influencing an individual's perceptions of person‐group fit, person‐organization fit and career decision making. It is proposed that a deviation from a group's collective gender orientation and accepted behaviors is likely to be met with unfavorable perceptions by group members and impact person‐group fit, person‐organization fit, perceived stress, self‐efficacy, and career decision making.

Managers and supervisors can use ideas presented in the model and paper to better understand nuances of gender‐related behavior and its potential impact on behavior and perceptions in the workgroup and organization. Diversity managers and training professionals could incorporate aspects of gender‐related differences into training programs, and individuals might use some ideas presented in this paper to consider the important implications of person‐group and person‐organization fit to career success.

The model developed in this paper is a unique perspective combining historical perspectives on gender and gender‐related behavior and workplace concepts such as person‐group and person‐organization fit to identify the potential impact of gender‐related differences at work.

The entrepreneurial intention of employees refers to the motive of those who work in a company to resign and start their businesses instead of continuing to be wage earners. It is one of the under-studied aspects of entrepreneurship research. Accordingly, this research paper aimed to find out whether perceived person–organization fit was related to the entrepreneurial intentions of employees and whether perceived workplace ostracism and loneliness mediated this process.

A cross-sectional study was conducted to achieve the purpose. The data were collected through a questionnaire technique from a total of 572 employees. Participants were from 20 different provinces of Turkey and 27 different sectors. Hypotheses were tested through the structural equation modeling technique.

Findings indicated that a lack of perceived person–organization fit resulted in entrepreneurial intention. Workplace ostracism resulted in workplace loneliness. Workplace ostracism and loneliness significantly mediated the relationship between perceived person–organization fit and entrepreneurial intention.

To the best of authors’ knowledge, this study was the first to establish and test the relationships between person–organization fit, entrepreneurial intention, workplace ostracism and loneliness. In this regard, findings can benefit researchers and practitioners in better figuring out why some employees leave their companies to start their businesses while others do not.

High turnover of project managers is a common phenomenon in the construction industry, which has a negative impact on the productivity and performance of construction firms. The study investigates the mechanisms of person-environment fit on turnover intention of construction project managers and the mediating role of job embeddedness. The authors also tested the moderating role of perceived organizational support in the influence of job embeddedness on turnover intention.

The data were collected from managers of 62 construction and infrastructure projects in Wuhan. Based on person-environment fit theory, job embeddedness theory and social exchange theory (SET), the authors employ structural equation modeling (SEM) to examine the hypotheses.

Results show that if project managers are not well-fitted with the environment of organizations, it reduces their embeddedness in jobs, which in consequence makes them more inclined to leave. Job embeddedness mediates the relationship between person-environment fit and turnover intention. In addition, the authors validated the moderating effect of perceived organizational support, showing that the higher the employee's job embeddedness, the lower the employee's turnover intention.

Construction companies can retain project managers and stabilize management teams through effective management strategies, thus effectively reducing the separation costs of construction companies.

Today, psychological well-being is increasingly valued by organizations because it is integral to employee performance. The style of leaders supervising their subordinates is an important influence on their psychological well-being. Abusive supervision can lead to a depletion of resources among their subordinates by inducing psychological stress, leading to a decline in psychological well-being. In this research, the authors use the conservation of resources (COR) theory and self-determination theory to examine the mechanism between abusive supervision and psychological well-being. This study can contribute to previous research by applying the COR theory and self-determination theory, which were not discussed, to explain the relationship between leader's leadership behavior and psychological well-being of organizational members.

The authors conduct a multi-time data collection method of two waves with six-week intervals. The authors received 322 samples and conducted a confirmatory factor analysis to test result validity and used multiple regression to examine the direct and moderating effects. Additionally, the authors used the bootstrapping method to test mediating effects.

The results show that abusive supervision is negatively related to psychological well-being and self-determination plays the mediating role between them, while perceived person-organization fit is the moderator between self-determination and psychological well-being.

The authors identified self-determination as the mediator between abusive supervision and psychological well-being and perceived person-organization fit plays the moderating role between self-determination and psychological well-being.

Prior marketing and hospitality studies have largely ignored the role of corporate social responsibility (CSR) in shaping frontline employees’ customer orientation. This study aims to investigate the impacts of employee perceived CSRs on customer orientation in hotel industry.

Through an onsite data collection from 642 frontline employees of 14 hotels in China, the moderated mediation model that links frontline employees’ perceptions of internal and external CSR to person-organization fit, work engagement and customer orientation were validated with the bootstrapping procedures.

The results reveal that a higher degree of perceived internal and external CSR leads to greater customer orientation through work engagement, and these indirect effects will be stronger with comparatively higher person-organization fit levels.

By clarifying the connection between perceived CSR initiatives and customer-oriented behaviors, this study offers inspiration for hospitality managers to devise, allocate and leverage CSR investments, strategies and practices.

To the best of the authors’ knowledge, this study is the first to verify a moderated mediation model that investigates the impacts of perceived CSRs (i.e. internal vs external) on customer orientation, which not only uncovers some neglected antecedents of customer orientation but also provides a more nuanced insight into perceived CSR-customer orientation linkages.

The purpose of this paper is to explore the psychological mechanisms explaining the impact of fit on burnout based on meta-theories.

A total of 199 employees participated in three waves with three-week intervals. Person-organization fit and person-job fit were measured in Wave 1, psychological-mechanism variables were measured in Wave 2, and burnout was measured in Wave 3.

Person-organization fit and person-job fit related to three components of job burnout via multiple psychological mechanisms.

The findings help to extend existing theories on fit and burnout literature. The research advances the understanding of psychological mechanisms about how misfit leads to job burnout. It helps stimulate research interest to further investigation on their relationships and effects with other variables besides burnout. It also helps understand the construct of burnout.

For individuals, person-job fit should be achieved as well as person-organization fit to avoid burnout. Measuring organization-based self-esteem (OBSE), psychological capital, and role conflict may help employers to recognize early signs of burnout and to develop effective interventions to reduce burnout. The findings help better understand the value of P-E fit and effective interventions in burnout.

It helps employees better select job and organization and adapt to the job and organization, reduce management cost, and keep mental health.

Two original contributions are that: it adopted three meta-theories to comprehensively investigate the psychological mechanisms explaining how misfit leads to burnout; and it integrated individual and environmental factors of burnout into one fit-based model, which treats the person as a subject rather than a passive agent.

Most employee attitudes and behaviors are determined by both personal and situational characteristics. Studies on person–organization fit (POF), which is defined as the congruence between individual and organizational values, also support this assumption. Employees who perceive high POF have high positive work attitudes and low intention to leave. However, this study assumes that the relationship between perceived POF and work attitudes may be different with respect to employees’ status and aims to investigate how perceived POF may differ in consequences among blue-collar and white-collar employees.

Multiple group analysis of structural equation modeling (SEM) was conducted to test the moderation effect of employee status on the relationship between perceived POF and work attitudes.

Results indicated that the relationship between perceived POF and organizational commitment, job satisfaction, organizational identification and intention to leave differ with respect to individual’s status (blue-collar–white collar). As the status of the individuals increases, the relationship between POF and work attitudes (organizational commitment, job satisfaction and organization identification) becomes weaker.

Rather than just focusing results of POF, this study focuses on moderating variables that differentiate the relationship between POF and outcomes by considering individual differences caused by different motivation and abilities.

The purpose of this paper is to examine the moderating influence of idiocentrism and allocentrism on person-organization fit, person-job fit and work attitudes relationship.

The survey data were collected from 426 employees of a holding company.

The results reveal that allocentrism makes a difference in fitting the particular aspect of work environment for the individual. Results showed that allocentrism positively moderates person-organization fit and job satisfaction and organizational commitment and turnover relationship. However, no moderating influence of idiocentrism was found on person-organization fit and employee attitude relationship. Furthermore, it was also found that neither idiocentrism nor allocentrism moderated the relationship between the person-job fit and employee attitudes relationship.

This research adds a cultural component to the person-environment fit research.

This paper seeks to examine experimentally the effects of stipulations in an organization's workplace romance policy and procedures on individuals' perceptions of fairness, workplace fun, person‐organization (P‐O) fit, organizational attraction, and intent to pursue employment in the organization.

A total of 103 business students and 79 casino employees assumed the role of a job seeker. They read one of five versions of a vignette that describes an organization's romance policy and consensual relationship agreement, and completed measures of dependent and control variables.

An organization's type of romance policy has an effect on individuals' perceptions of fairness of the policy and degree to which the organization would be a fun place to work, and its type of consensual relationship agreement has an effect on individuals' perceptions of the degree to which the organization treats its employees fairly. The results also indicate that individuals' perceptions of the fairness of the type of romance policy and relationship agreement are positively associated with the degree to which they perceive the organization to be a fun place to work and their perceived P‐O fit. Individuals' perceptions of the organization being a fun place to work and P‐O fit are, in turn, positively associated with their organizational attraction, which, in its turn, is positively associated with their job pursuit intentions.

Perceived fairness of stipulations in an organization's romance policy and procedures may signal to job seekers the degree to which the organization would be a fun place to work, provide P‐O fit, and be attractive to pursue as an employer. Thus, with respect to managing workplace romances proactively via policies and procedures, organizations should consider the fairness perceptions of job seekers and not just organizational members.

This is the first study to show that workplace romance policies and procedures may play a role in job pursuit intentions.

This paper emphasizes the theoretical relevance that workplace spirituality may add to the person–organization (P-O) fit theory through the examination of a framework that comprises how workplace and self-spirituality fit enhances the perceived P-O spirituality fit. A related aim is to test how the perceived P-O spirituality fit enhances both employees' ethical and spiritual leadership behavior.

Data were collected using a quantitative study of 132 employees across various organizations in Jordan. Data were firstly checked by the use of exploratory factor analysis (EFA) and reliability tests. Hypotheses have been tested by the use of hierarchical multiple regression analysis.

In line with the hypotheses, the study's results exhibited that workplace and self-spirituality fit positively enhances the perceived P-O spirituality fit. The results also show that the perceived P-O spirituality fit enhances both employees' ethical and spiritual leadership behaviors.

The present study warrants several practices for human resource management (HRM), policy and development. It suggests that HRM practices should encourage a more “spiritual– and ethical-friendly” environment by ensuring that staffing and other HRM responsibilities are clearly committed to ethics and supportive of spirituality. Specifically, within performance appraisal policies, HR managers may include specific policies and ethical action targets to promote more ethical behaviors. There may be regular monitoring to track the trajectory of the HRM practices in this regard.

The contribution of this paper extends beyond the vast literature on P-O fit with the generation of a new concept (i.e. P-O spirituality fit) to the literature in a Muslim-majority country. This offers reinvigorated awareness of the topic under study and suggests specific future research directions.