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Article

Ming Kong, Li Xin, Mengyuan Chen and Haonan Li

Based on role theory, from the perspective of workplace behaviors (proactive behavior, in-role behavior and organizational citizenship behavior), this paper provides a…

Abstract

Purpose

Based on role theory, from the perspective of workplace behaviors (proactive behavior, in-role behavior and organizational citizenship behavior), this paper provides a perspective of matching process on the importance of fit in personnel selection.

Design/methodology/approach

Using a sample of 231 leader–employee dyadic in a two-wave survey, the hypotheses were demonstrated with hierarchical regression analyses.

Findings

The results presented that: (1) Employees' perceptions of implicit leadership prototype fit and leaders' perceptions of implicit followership prototype fit were positively related to employees' workplace behaviors; (2) Employees' perceptions of implicit leadership prototype fit and leaders' perceptions of implicit followership prototype fit increased person-supervisor fit; (3) The influence of the interaction between employees' perceptions of implicit leadership prototype fit and leaders' perceptions of implicit followership prototype fit on employees' workplace behaviors will be mediated, first by person-supervisor fit and then by work engagement.

Originality/value

This study introduces the perspective of matching process that reflects the relative importance of fit in personnel selection. The results also enriched role theory from the perspective of implicit prototype fit, which provides an important basis for managers to effectively use managerial cognition and inspire employees' positive workplace behaviors.

Details

Personnel Review, vol. 50 no. 3
Type: Research Article
ISSN: 0048-3486

Keywords

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Article

Ibeawuchi K. Enwereuzor, Lawrence E. Ugwu and Ebele E. Nnadozie

The purpose of this paper is to examine how the quality of a subordinate's relationship with his or her direct supervisor influences the subordinate's psychological…

Abstract

Purpose

The purpose of this paper is to examine how the quality of a subordinate's relationship with his or her direct supervisor influences the subordinate's psychological well-being and to examine the moderating role of person-supervisor (P-S) fit between these two variables.

Design/methodology/approach

The sample for this study consists of 418 academic employees of two federal universities. Relationship quality, P-S fit, psychological well-being and demographics were self-reported by the participants using existing scales. Hypotheses were tested with partial least squares-structural equation modelling (PLS-SEM) using SmartPLS 3.2.8.

Findings

Results of the PLS-SEM showed that the positive relationship between relationship quality and psychological well-being was moderated by P-S fit, such that the relationship was stronger when P-S fit was low rather than high.

Research limitations/implications

The small number of homogeneous sample size of university academic employees may not be representative of the general population of such employees within the country.

Practical implications

The findings highlight the importance of taking into account the complex interplay between relationship quality and P-S fit when optimising employee's psychological well-being is the focus.

Originality/value

To the best of the authors’ knowledge, we are not aware of any studies that have examined the moderating role of P-S fit between relationship quality and subordinate's psychological well-being in the university context.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

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Article

Yong-Ki Lee, Soon-Ho Kim, Min-Seong Kim and Ho-Seok Kim

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…

Abstract

Purpose

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.

Design/methodology/approach

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

Findings

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.

Practical implications

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

Originality/value

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.

Details

International Journal of Contemporary Hospitality Management, vol. 29 no. 5
Type: Research Article
ISSN: 0959-6119

Keywords

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Article

Zonghua Liu, Yulang Guo, Junyun Liao, Yanping Li and Xu Wang

Despite past studies revealed the positive effect of corporate social responsibility (CSR) on consumer advocacy behavior, little research has paid attention to employee…

Abstract

Purpose

Despite past studies revealed the positive effect of corporate social responsibility (CSR) on consumer advocacy behavior, little research has paid attention to employee advocacy behavior. This research aims to examine the relationship between CSR and employee advocacy behavior, the mediating role of meaningful work as well as the moderating effect of personsupervisor fit on CSR perception – meaningful work relationship.

Design/methodology/approach

This study used 263 employee samples to examine the relationship between CSR and employee advocacy behavior and its influence mechanism. Hierarchical regression analyses and bootstrap approach were applied to analyze the data.

Findings

The results show that CSR perception is positively related to employee advocacy behavior, meaningful work mediates the link between CSR perception and employee advocacy behavior, and the strength of the relationship between CSR perception and meaningful work depends on personsupervisor fit.

Research limitations

This study only investigated the effect of perceived CSR on employee advocacy behavior, future studies should explore the alternative mediation mechanism through which external/internal CSR perception or different CSR dimensions influence employee advocacy behavior.

Practical implications

This study has practical implications for organizational managers. First, firms should undertake CSR practices and make employee interpret them in a right way. Second, meaningful work is of significance for employees and training and development, challenging jobs and job rotation are conducive to create a sense of meaning in employees’ work.

Originality/value

This study discussed how and when CSR influences employee advocacy in the Chinese context.

Details

Chinese Management Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1750-614X

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Article

Nishant Uppal

Drawing on the interactionist approach and interest alignment theory, this study aims to examine the mediating effects of three dimensions of person environment fit

Abstract

Purpose

Drawing on the interactionist approach and interest alignment theory, this study aims to examine the mediating effects of three dimensions of person environment fitperson–organisation fit, person–job fit and personsupervisor fit – on the relationship between high-performance human resource practices (HPHRP) and firm performance.

Design/methodology/approach

Survey data obtained from 3,014 employees of research and development units and 721 senior HR executives and top management team members belonging to 274 Indian-based pharmaceutical firms is analysed to investigate a mediated pathway between HPHRP and firm performance.

Findings

The findings of the current research established that HPHRP was positively and significantly related to person–organisation fit, person–job fit and personsupervisor fit, and this facilitates firm performance and curtails employee turnover.

Originality/value

The current work firmly establishes a link between human resource management with firm performance using interactionist approach. Implications of the study to theory and practice are discussed.

Details

International Journal of Manpower, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0143-7720

Keywords

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Article

Pei Chen, Paul Sparrow and Cary Cooper

Drawing upon the theory of conservation of resources to argue the importance of job stress as an important variable that mediates the person-organization (P-O) fit-job…

Abstract

Purpose

Drawing upon the theory of conservation of resources to argue the importance of job stress as an important variable that mediates the person-organization (P-O) fit-job satisfaction relationship, and supervisor support as an important moderating variable that moderates the relationship between P-O fit and job stress, the purpose of this paper is to test a moderated mediation model.

Design/methodology/approach

Data were collected from 225 employees in 12 catering service organizations in Beijing. An integrated mediation and moderation model was evaluated.

Findings

The study illustrates both some new mechanisms and the boundary conditions between P-O fit and job satisfaction. Job stress mediates the relationships between P-O fit and job satisfaction; supervisor support moderates the linkage of P-O fit, job stress, and job satisfaction. The corresponding moderated mediation model was supported.

Research limitations/implications

The question of causality cannot be determined because of the cross-sectional research design; self-report is a necessary strategy for the assessment of subjects’ appraisals. However, it requires some caution in interpreting the results.

Practical implications

The findings offer a better understanding of the way P-O fit is able to affect job satisfaction. Actions designed to promote P-O fit may be useful in reducing employees’ stress and result in higher job satisfaction. To enhance the relationships between P-O fit and employees’ job satisfaction through supervisor support, supervisors should develop a positive form of reciprocation by helping employees to solve the real problem they are facing.

Originality/value

No previous studies have investigated influencing factors of employees’ satisfaction from the perspective of individual and organizational interfaces.

Details

Journal of Managerial Psychology, vol. 31 no. 5
Type: Research Article
ISSN: 0268-3946

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Article

Andrée-Anne Deschênes

Through three dimensions of person–environment (PE) fit, namely person–job (PJ) fit, person–group (PG) fit and personsupervisor (PS) fit, this paper examines generational…

Abstract

Purpose

Through three dimensions of person–environment (PE) fit, namely person–job (PJ) fit, person–group (PG) fit and personsupervisor (PS) fit, this paper examines generational differences on which dimension is more important to explain Baby Boomers', Generation X's and Generation Y's satisfaction with work.

Design/methodology/approach

Gathered from a sample of 1,065 employees in the province of Québec, Canada, data were analyzed through one-way ANOVA and structural equation modeling.

Findings

The findings suggest that Generation X scored lower on satisfaction with work, that there is a difference in the level of PG fit and PS fit between the generations, and that PJ fit explains satisfaction with work for all generations, while PG fit is significant only for Generation Y employees.

Practical implications

This paper sheds light on the importance for practitioners, when implementing human resource (HR) policies and strategies aiming to increase satisfaction with work, of prioritizing PJ fit and to consider PG fit for Generation Y members.

Originality/value

This research provides a meaningful contribution to current knowledge on generational diversity in the workplace and its impact on managerial practices by examining different levels of satisfaction with work and of PJ, PG and PS fit for three generations and the importance of each type of fit in explaining satisfaction with work for theses generations.

Details

International Journal of Organization Theory & Behavior, vol. 24 no. 1
Type: Research Article
ISSN: 1093-4537

Keywords

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Article

Han Ren and Charles Weizheng Chen

This paper aims to explore why some Chinese subordinates will engage in building guanxi with their supervisor while others will not. The authors conceptualize…

Abstract

Purpose

This paper aims to explore why some Chinese subordinates will engage in building guanxi with their supervisor while others will not. The authors conceptualize subordinates’ initiative behaviors which aim at building up or improving guanxi with their supervisors through social interactions as supervisor–subordinate guanxi (SSG)-building behaviors. Guided by the theory of planned behavior (TPB), this study examines how three psychological antecedents (guanxi orientation as attitude, individual perception of group-level guanxi practice as subjective norm and personsupervisor [P-S] fit perception as perceived control) independently and interactively predict subordinates’ SSG-building behaviors.

Design/methodology/approach

The authors used a sample of 162 supervisor–subordinate dyads from four enterprises located in Southwest China.

Findings

Results indicated that P-S fit perception is most strongly related to subordinates’ SSG-building behaviors, followed by guanxi orientation and individual perception of group-level guanxi practice perception. Guanxi orientation is also found to strengthen the positive effect of P-S fit perception on subordinates’ SSG-building behaviors.

Originality/value

The authors’ findings shed light on the psychological mechanisms of Chinese subordinates’ behaviors to build up or improve guanxi with their supervisors, and advance the current understanding of SSG development from a planned behavioral perspective.

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Article

Karen Pak, Dorien Kooij, Annet H. De Lange, Maria Christina Meyers and Marc van Veldhoven

Employees need a sustainable career to prolong their working lives. The ability, motivation and opportunity to work form an important basis for sustainable careers across…

Abstract

Purpose

Employees need a sustainable career to prolong their working lives. The ability, motivation and opportunity to work form an important basis for sustainable careers across the lifespan. However, over the lifespan of their careers employees are likely to experience several career shocks (e.g. becoming chronically ill or being fired) which might result in unsustainable trajectories. This study aims to contribute to the literature on sustainable careers by unraveling the process through which careers shocks relate to career (un)sustainability and what role perceptions of human resource practices play in the process.

Design/methodology/approach

Thirty-three in-depth retrospective interviews with participants of 50 years and older were conducted and analyzed using a template analysis.

Findings

Results showed that career shocks influence career sustainability through a process of changes in demands or changes in resources, which in turn, relate to changes in person–job fit. When person-job–fit diminished, the ability, motivation and opportunity to continue working decreased, whereas when person–job fit improved, the ability, motivation and opportunity to continue working improved as well. Organizations appear to be able to diminish the negative consequences of career shocks by offering job resources such as HR practices in response to career shocks.

Research limitations/implications

A limitation of this study is the retrospective nature of the interviews, which could have resulted in recollection bias.

Practical implications

This study gives HRM practitioners insight into the HR practices that are effective in overcoming career shocks.

Originality/value

This study extends existing literature by including career shocks as possible predictors of sustainable careers.

Details

Career Development International, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1362-0436

Keywords

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Article

Swati Dhir and Tanusree Dutta

The purpose of this study is to quantitatively examine the impact of perceived supervisor support, person-job fit (PJF) and person-organization fit (POF) on the company’s…

Abstract

Purpose

The purpose of this study is to quantitatively examine the impact of perceived supervisor support, person-job fit (PJF) and person-organization fit (POF) on the company’s value through job satisfaction (JS).

Design/methodology/approach

Data were collected from 220 respondents selected from different organizations in India using standard questionnaires. To estimate the hypothesized model fit indices, partial least square structural equation modeling were used.

Findings

Findings suggest that there is a significant relationship among supervisor support, PJF and POF with JS and perceives company value.

Research limitations/implications

Human resource (HR) professionals need to understand how they can help to increase the JS of employees before they decide on HR measures that would help improve the perceived contribution to company value.

Originality/value

Support from the superior induces a sense of value and worthiness to the employee, which, in turn, strengthens the relationship between the employees with his/her organization. Along with this PJF and POF are other significant factors for employee satisfaction. If the person likes the job or in other words if the prescribed job is suitable for the person, then the employee feels significant, which amplifies JS. The same is applicable for the POF. Consequently, the perceived contribution to company value increases.

Details

Journal of Indian Business Research, vol. 12 no. 4
Type: Research Article
ISSN: 1755-4195

Keywords

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