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The objective of this research is to explore the relationship between person-organization fit and employee well-being in the context of uncertainty across three Central European countries: Lithuania, Slovakia and Hungary.

This study employed a survey-based approach to gather primary data from Lithuania, Slovakia and Hungary, resulting in a total of 1,140 respondents. The survey utilized a structured questionnaire designed with a five-point Likert scale. The questionnaire consisted of three main sections: person-organization fit, employee well-being and demographic information. Person-organization fit was assessed through a 3-item scale, while employee well-being was evaluated using an 18-item scale that included 3 dimensions: life well-being, workplace well-being and psychological well-being. Partial least squares structural equation modeling (PLS-SEM) was employed to analyze the survey data.

The findings of the study reveal significant positive relationships between person-organization fit and three dimensions of employee well-being – life well-being, workplace well-being and psychological well-being – in three Central European countries: Lithuania, Slovakia and Hungary. Notably, there were discernible differences between Hungary and Lithuania, as well as between Slovakia and Lithuania. Conversely, no significant distinctions were observed between Hungary and Slovakia in relation to these variables.

This research has the potential to shed light on how the alignment between individual values and organizational values impacts employee well-being, particularly within the context of volatile periods such as the COVID-19 pandemic. This understanding can guide organizations in fostering a work environment that supports employees. Furthermore, the results of this study create the prospect of providing actionable guidance to organizations aiming to strengthen their approaches for enhancing employee well-being across dimensions such as life well-being, workplace well-being and psychological well-being.

The current leadership literature has paid little attention to understanding the intervening mechanism by which leaders influence followers. In order to partially bridge this gap, the article aims to present a value‐fit charismatic leadership theory which focusses on the key intervening mechanism – person‐organization values fit.

The model was tested empirically on 180 participants, including 51 managers and 129 employees from 37 large‐scale companies in Taiwan.

Based on the block regression analysis, the results showed that CEO charismatic leadership has both direct and indirect effects on employees’ extra effort to work, satisfaction with the CEO, as well as organizational commitment, which are mediated by employees’ perceived person‐organization values fit. The findings also provided evidence that the relationship between charismatic leadership and person‐organization values fit is significant. Furthermore, the analysis also showed the significant effects of person‐organization values fit on employee outcomes.

The study shows how CEO charismatic leadership can, through the mediating effect of person‐organization values fit, have profound influence on employee outcomes.

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 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.

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

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.

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.

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.

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.

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.

The purpose of this paper is to explore the relationship between employer brand dimensions and employer of choice (EOC). The paper also analyses the role of person-organisation fit in transferring employer brand dimensions to EOC status, and the moderating role of social media in the relationship between person-organisation fit and EOC.

Factor analysis has been conducted to validate the “employer attractiveness” scale for identifying the dimensions of employer brand. Structural equation modelling has been used to conduct mediation and moderation analysis. The results are based on the perceptions of college students regarding employer brand dimensions and EOC status.

The paper provides empirical insights on how the person-organisation fit helps in transferring employer brand dimensions to EOC status. The results indicate that the person-organisation fit acts as a full mediator, indicating that for becoming a EOC, the dimensions of employer brand must be linked to the person-organisation fit. Also, the moderation analysis results highlight the importance of social media towards obtaining EOC status.

The authors believe that the study is the first of its kind to investigate drivers of EOC, and to identify the role of the person-organisation fit as a mediating variable and social media as a moderating variable.

In response to the conclusions of a meta-analysis of career success studies (Ng et al., 2005), the purpose of this paper is to expand the range of variables being examined as predictors of career success by weaving the person-organization fit and external marketability perspectives into current career success frameworks.

A survey was administered in partnership with an association of human resource professionals located in Canada. The questionnaire was transmitted electronically to human resource professionals. The final sample included 546 full-time, permanent, human resource professionals from multiple organizations.

Confirmatory factor analysis supported the measurement model. In the final structural model, external marketability exerted a significant direct effect on career success. Person-organization fit was strongly associated with organizational sponsorship. Organizational sponsorship, in turn, exerted a significant effect on subjective career success.

This study contrasted and tested two theoretical perspectives on career success. The mediated indirect association between person-organization fit and career success provided support for the rationale of the sponsored mobility model of social advancement. The direct association between external marketability and career success suggests that success can be achieved even without organizational sponsorship on the basis of expressions of one’s human capital.

The purpose of this paper is to review relevant literatures on career success and develop a theoretical framework and testable propositions concerning how human capital, person‐environment fit and organizational support relate to career success. Whilst acknowledging the substantial literature that has accumulated regarding the various antecedents and operationalizations involved in employees' career success, there is little research as how person‐environment fit and career success are related.

Literature outlining approaches to career success is summarized and research at the intersection of person‐environment fit and organizational support/career success are reviewed. This is followed by a set of propositions based upon the antecedents of career success.

It is suggested that person‐environment fit and organizational support are important antecedents of career success. Knowledge of career changes and these antecedents help individuals and organizations manage career success.

Future research should examine empirically the linkages suggested by the paper along with other relationships asserted or implied by person‐environment fit and career success literature as mentioned in the paper.

Both employers and employees may benefit from integrating different types of fit into the psychological contract because each fit will impact aspects of career success. Therefore, organizations need to select and develop employees that can easily adjust and fit into careers that are compatible with their work environments.

This paper contributes to the literature by being one of the first to examine the effects of different types of person‐environment fit on career success.

The purpose of the study is to investigate the differences between generational groups (specifically Generations X, Y and Z) in terms of variables that influence organisational commitment and intention to stay within an organisation. The aim is to fill the research gap in understanding how different factors influence commitment and retention across different generations.

This study follows a quantitative approach based on cross-sectional survey data. The respondents were employees of Generations X, Y and Z. The data were analysed using partial least squares structural equation modelling and multigroup analysis.

The results of the study indicate several relationships between variables and organisational commitment/intention to stay. Person-organisation fit is positively related to organisational commitment, and work-life balance is positively related to both organisational commitment and intention to stay. The mediation of organisational commitment shows a positive relationship with person-organisation fit and work-life balance. In addition, there are positive relationships between organisational culture and both organisational commitment and intention to stay, as well as a positive relationship between person-organisation fit and intention to stay. Furthermore, all three Generations (X, Y and Z) show positive relationships between organisational commitment and intention to stay.

The implications of the study are twofold. First, it provides theoretical contributions by uncovering the relationships between various variables and organisational commitment/retention. Second, it provides practical implications for organisations by highlighting the importance of person-organisation fit, work-life balance and organisational culture in fostering commitment and retention among employees of different generations.

The originality and value of this study lies in its exploration of the differences between generational groups in terms of variables affecting organisational commitment and intention to stay. By addressing this research gap, the study contributes to the existing literature on organisational commitment and retention. The detailed presentation of theoretical contributions, practical implications, limitations and suggestions for future research enhances the overall value of the study.