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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.

Human resources are of great importance to provide competitive advantage in tourism, which is a labour-intensive industry. It is seen that the level of organizational commitment of the individuals who have similar values with the organization they work for and who can fulfil the roles and duties they undertake and who can meet all their needs in return increases. Their level of alienation is also observed to decrease. Population of the study, which purposes to reveal whether organizational culture has any impact on the employees' perception of person-organization fit and their level of organizational alienation or not, constitutes 4- and 5-star hotels in service in the central district of Izmir province. According to the results, it was seen that hotel businesses had two types of organizational culture such as hierarchy and clan culture. In the hotels with clan culture, demands-abilities fit levels of the worker were higher than value-congruence and needs-supplies dimensions. It was seen that workers alienated on meaninglessness dimension mostly. Similarly, in the hotels with hierarchy culture, demands-abilities fit levels of the worker were higher than value-congruence and needs-supplies dimensions. Workers alienated from their organization on meaninglessness dimension mostly.

Grounded in ethical decision-making theory, this paper aims to develop and empirically tests a model that examines the relationships between ethical leadership, customer orientation, ethical values person-organization fit, commitment to service quality and service sabotage among customer-contact service employees in the lodging industry.

Data were electronically collected from a national survey of 316 hotel/motel customer-contact employees.

Results revealed that perceived ethical leadership behavior is positively related to customer orientation, ethical values person-organization fit and commitment to service quality. Customer orientation is positively related to commitment to service quality and mediates the relationship between ethical leadership and service sabotage. Ethical values person-organization fit mediates the relationship between ethical leadership and service sabotage.

The study is cross-sectional, limited to customer-contact employees in lodging settings and examines merely the employee perspective.

Lodging leaders can benefit significantly in many areas by practicing ethical leadership. For example, service sabotage behaviors can be reduced indirectly by aligning the customer-contact employees’ ethical values with those of the organization, as well as when this employee is customer-oriented. An ethical leadership style also can positively influence customer-contact employees’ customer orientation and increase their commitment to service quality. Lodging properties must hire and cultivate managers and supervisors with ethical values.

This research helps to better understand leadership behaviors useful for improving the ethical conduct and performance of customer-contact employees in the lodging industry, while simultaneously improving their commitment to service quality and guest-oriented behavior.

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.

Like all other human behaviors, creativity must be examined by considering both personal and situational influences. “Person-organization fit” (POF) provides a suitable theoretical perspective to investigate the congruence between persons and organizations in the domain of creativity. However, few studies have examined the effects of POF on creative behavior. Although the majority of these studies have identified a positive relationship between POF and creativity, it is suggested that congruent individuals are less likely to be inventive. The current study will examine the positive relationship between POF and employees' self-rated creativity in the Turkish context. The paper aims to discuss these issues.

Subjective POF measures and a creativity measure were adapted for this research, and multiple regression was used to calculate whether and how POF relates to creativity.

Two important conclusions were found from the analyses. One of these significant interaction effects was found on employee creativity. And the second is congruence between personal values and current organizational values would effect employee creativity positively. Detailed findings and contributions have been discussed.

Although providing an important contribution to POF and creativity literature, this study had some limitations. In this study, self-rating method has been used to measure employee creativity. However, supervisor rating is the most common way in field studies and gives more objective results than self-rating method.

The findings provide valuable information for human resource practitioner about the importance of situational factors as far as personal characteristics for enhancing creative behavior in organizations.

As far as it is known, there are few studies to examine the relationship between POF and creativity empirically. The majority of these researches examined the complementary fit (demand-abilities, need-supply, value-supply fit). On the other hand, this study specially has focused on supplementary fit (POF), rather than complementary fit and examined its relationship with employee creativity by considering a wide set of values in the Turkish context.

This study seeks to explore the relationship between corporate ethical values and person‐organization fit (P‐O fit) and the effects on organization commitment and job satisfaction. Further, it aims to examine the construct of moral intensity as a moderator of the P‐O fit‐commitment relationship as well as the P‐O fit‐job satisfaction relationship.

Using a sample of 489 members of the National Purchasing Association in the USA, a structural model was examined in which it was hypothesized that corporate ethical values would be positively related to person‐organization fit and P‐O fit in turn would be positively related to commitment and job satisfaction. It was further hypothesized that the outcomes associated with P‐O fit would be moderated by moral intensity such that high moral intensity would strengthen the P‐O fit outcomes relationships.

All of the hypotheses were supported.

All data stem from one data source, introducing the possibility of mono‐source bias. Additionally, all scales use self‐reports, introducing the possibility of mono‐method bias.

These results highlight the importance of corporate ethical values and moral intensity in building and maintaining an ethical and committed workforce.

The findings of this study contribute to the ethics and P‐O fit literature by establishing a link between corporate ethical values and P‐O fit. It further construes moral intensity as a subjective variable based on the perceiver rather than an objective characteristic of ethical issues. Moral intensity was found to strengthen the relationships between P‐O fit and satisfaction and P‐O fit and commitment.

An important aim of this paper is to ascertain the extent to which students held realistic expectations about the work cultures they were soon to enter. The paper also aims to investigate the link between value congruence (in relation to both work and work‐family values) and “expected” job satisfaction and organisational commitment, in the case of the students, and “actual” job satisfaction and organisational commitment, in the case of the professionals.

A questionnaire was used to survey a sample of final year BCom students from the University of Adelaide (n=52) and accounting professionals from the same city (n=50).

Significant person‐culture fit discrepancies, in relation to both work and work‐family values, were observed for both groups. For accountants, these were negatively associated with job satisfaction and organisational commitment. Students also expected to enter organisational cultures that supported work values that were significantly more supportive of these values than were the actual organisational cultures described by the accountants. For work‐family values, students' expectations, surprisingly, fell significantly short of what the accountants' actual experience suggested they would be likely to encounter.

A life stage interpretation of the findings for work‐family values is offered and consideration is given to their implications for a broadening of traditional conceptualisations of reality shock.

Workplace safety has been a persistent issue for safety-critical organizations. Based on self-verification theory, this study investigates how authentic leadership affects safety behaviors in a collectivistic context.

This research collected 259 matching questionnaires for high-speed railway (HSR) drivers and their supervisors in China. Specifically, HSR drivers were invited to fill in their general perceived authentic leadership, person-organization fit and collectivistic orientation. In addition, their direct supervisors were invited to assess their safety behaviors.

Authentic leadership exhibits a significant positive impact on safety compliance and safety participation, implying that authentic leadership positively impacts safety behavior. The person-organization fit partially mediated the relationship between authentic leadership and safety behavior (safety compliance and participation). Furthermore, collectivistic orientation moderates the relationship between authentic leadership and person-organization fit.

The findings of this study provide important insights into authentic leadership and person-organization fit for developing effective strategies to improve workplace safety.

The purpose of this paper is to investigate differences between three generational groups currently in the workforce (Baby Boomers, Generation X, and Generation Y), in work values, job satisfaction, affective organisational commitment and intentions to leave. The study also seeks to examine generational differences in person‐organisation values fit.

A total of 504 Auckland employees representing a range of industries completed an online questionnaire. Generation X (57 per cent) was defined as those born between 1962‐1979, Baby Boomers (23 per cent) were born 1946‐1961 and Generation Y (17 per cent) were born 1980‐2000. The remainder (3 per cent) were born 1925‐1945.

The youngest groups placed more importance on status and freedom work values than the oldest group. Baby Boomers reported better person‐organisation values fit with extrinsic values and status values than Generation X and Generation Y but there were no other generational differences in fit. Where individual and organisational values showed poor fit there were reduced job satisfaction and organisational commitment, and increased intentions to turnover across all three generational groups.

The study was cross‐sectional and based on self‐report data, limiting the generalisability of findings.

Values are important in guiding behaviour and enhancing work motivation. Organisational values must be able to meet the needs of different employees, and organisations need to clarify their work values and expectations with staff.

The paper presents evidence that person‐organisation values fit is important for all generational groups and popular notions about generational differences should not be over‐generalised.

The purpose of this paper is to examine the impact of person-organization fit and leader-member exchange (LMX) on the withdrawal behaviors of Thai employees.

Self-report questionnaires were received from 300 employees working in one of the largest Thai public universities. Exploratory factor analysis was conducted, followed by confirmatory factor analysis. Structural equation model was then implemented to test the relationships among all variables.

The results showed negative relationships between person-organization fit and withdrawal behaviors, between LMX and withdrawal behaviors, and between person-organization fit and LMX and an intention to leave. However, only person-organization fit was statistically significant with withdrawal behaviors and an intention to leave. The progression model of withdrawal behaviors was also supported.

The self-report questionnaires were the limitations of the study.

This study highlighted the importance of withdrawal behaviors and an intention to leave an organization which are costly behaviors. Person-organization fit should be emphasized at the recruitment and selection process, and coherent human resource practices should be used in an organization to possibly lessen these costly behaviors.

This study contributed to the knowledge of withdrawal behaviors, covering both least severe and more extreme behaviors. This study suggested that an organization should pay attention to these least severe withdrawal behaviors among employees, since these can lead to an extreme withdrawal behavior – i.e. an intention to leave an organization.