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Supply chain has long faced a persistent workforce shortage. To help both organizations and the field create environments that are more conducive to employee retention, the authors investigate the outcomes of supply chain employee trust in their supervisor.

Applying person-environment fit theory, the authors evaluate the well-established antecedents to trust in supervisor ability, benevolence and integrity (ABI) relative to person-job (P-J) fit and person-vocation (P-V) fit of US supply chain employees.

Confirmatory factor analysis indicates that ABI is best modeled as dimensions of a second-order formative trust construct rather than as its antecedents. However, PLS-SEM provides somewhat unconvincing support for the impacts of ABI-trust. Instead, qualitative comparative analysis (QCA) delineates that all three ABI dimensions are not always needed for P-J and P-V fit in supply chain. Some employees respond to affective-based (i.e. benevolence) trust and others to cognitive-based (i.e. ability and integrity) trust.

The QCA results offer specific recommendations for supply chain organizations to enhance employee trust in supervisors to succeed in the struggle for labor.

The results counter extant trust theory, encouraging scholars to consider ABI as distinct dimensions of trust. The study also demonstrates the importance of considering QCA in supply chain research to meaningfully expand contributions to theory and practice.

Transformational leadership (TFL) has been identified by a number of studies as a positive force for business success. However, few studies have explicitly examined its influence on the cooperative employment relationship, such as frontline employees' voice in the workplace. Thus, this study conducts an empirical analysis of dual-level (i.e. group-focused and individual-focused) TFL and its effect on frontline employees' cooperative voice.

This empirical study is based on data from a survey of 468 full-time frontline workers from 38 hotels in China.

The empirical results revealed that both individual-level and group-level TFL are significantly associated with frontline employees' cooperative voice. Person–Organization value congruence and Person–Supervisor value congruence both act as mediators in the linkage between group-level TFL and employees' cooperative voice behaviors. The partial mediating role of Demand–Ability congruence on the relationship between individual-level TFL and cooperative voice is also established.

First, this study investigates the dual-level effects of TFL on the cooperative voice behavior of frontline employees. Second, this study explores whether three dimensions of value congruence mediate the influence of TFL on the voice behaviors of employees.

Participative leadership's influence on employee task performance has garnered significant attention in a rapidly evolving organizational landscape. This study explores the multilevel dynamics of participative leadership congruence between unit managers and direct supervisors and its effects on employee task performance.

Drawing on two longitudinal studies based on the firms randomly selected from the Taiwan Economic Journal (TEJ) database, the research observes the mediating role of Person-Unit fit and the moderating influence of Unit-Member Exchange in the participative leadership-performance relationship.

The findings reveal how participative leadership congruence enhances person-unit fit, which in turn benefits employee task performance. Unit-member exchange plays a critical role in augmenting the participative leadership congruence? Person-unit fit? Employee task performance relationship.

The study extends leadership literature by highlighting the significance of leadership alignment across levels and the interplay between psychological and social factors in improving employee performance.

Researchers have studied supervisors’ proactive personality in its relationship with employees’ attitudes. However, little attention has been given to how employees react to instances of supervisors’ proactive behavior. Drawing from P-E fit theory, we propose that the relationship between supervisor weekly taking charge behavior (TCB, the quintessential proactive behavior) and employees’ weekly job attitudes depends on employees’ proactive personality.

Utilizing a diary study, we investigate how employees’ proactive personality moderates the within-person relationship between supervisor TCB and employees’ attitudes (measured as job satisfaction and affective commitment). We surveyed 39 employees ten times over ten weeks.

Multi-level analyses partially supported our predictions on the differential effects of weekly supervisor TCB on employees’ job attitudes. Supervisors’ above-average TCB was significantly related to higher levels of employees’ job satisfaction and marginally related to affective commitment for employees with high proactive personality, but not for those with low proactive personality. Supplemental analyses revealed that our results are unique to supervisor TCB and not to supervisor helping behavior.

Our study is among the first to utilize a dynamic approach to understand the consequences of supervisors’ proactive work behavior in the context of P-E fit research. Our findings will open several fruitful avenues for future research that continue to understand the powerful effects of supervisors’ proactivity.

Drawing from conservation of resources (COR) and regulatory fit theories, this paper aims to propose and examine moderated mediation model of service innovative behavior among salespeople.

The hypothesized links were gauged based on time-lagged and multiple sources of data collected from salespeople and their supervisors in a large-scale multi-brand retail firm.

The hypothesized relationships were confirmed, and the moderated mediation model proposed in this paper was viable. Results suggest that person–job (P-J) fit boosts salespeople’s service innovative behavior, and intrinsic motivation (INTMOT) mediates this relationship. Promotion focus strengthens the positive influence of P-J fit on salespeople’s INTMOT. More importantly, promotion focus moderates the indirect positive link between P-J fit and service innovative behavior through INTMOT.

This research enhances the current knowledge by assessing promotion focus as a moderator of the impact of P-J fit on service innovative behavior via INTMOT among salespeople. To the best of the authors’ knowledge, there is no established research examining the abovementioned links in the sales literature.

This study aims to examine the interplay between person–environment fit (PE fit), empowerment and leader–member exchange (LMX) in the United Arab Emirates (UAE).

The final sample consisted of 733 respondents collected randomly from various business sectors in the UAE. Data was analysed and tested for moderation using Smart-PLS.

This study’s results show LMX to be a negative moderator. They reveal that LMX plays a crucial role in the relationship between PE Fit and job satisfaction, particularly when the fit is poor. Moreover, LMX was found to be a significant negative moderator between empowerment and satisfaction, highlighting its importance when empowerment is lacking.

It is important to note that the current study is cross-sectional, which means it cannot establish causation. Only a pure experimental design can provide such conclusive evidence. This limitation should be considered when interpreting the findings.

This research highlights a significant finding in turbulent times when PE fit and empowering practices are often lacking: LMX can play a compensatory role. This insight can be invaluable for human resources managers, offering a practical solution to maintaining employee satisfaction in challenging times.

The positive impact of enhanced job satisfaction and improved work relationships extends beyond the organization to stakeholders and society at large.

This research fills a gap in the existing literature by investigating the interaction between the PE fit variable and other variables, such as LMX. This novel approach offers a new perspective for HR managers, potentially enabling them to enhance their strategies for improving employee satisfaction.

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.

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.

The purpose of this paper is to discuss the relationships between person–job fit and job satisfaction, the mediating role of career self-management and the moderating role of job demands.

In this paper, 947 employees were surveyed using questionnaires, and hypothesis testing was conducted using structural equation modeling in Mplus.

Person–job fit was found to be positively related to career self-management, and career self-management plays a mediating role in the positive relationship between person–job fit and job satisfaction. Statistical analysis also confirmed that job demands moderate both the relationship between person–job fit and career self-management, as well as the relationship between person–job fit and job satisfaction via career self-management.

The results of a single study offer limited generalizability and should thus be applied with caution. More cross-industry and cross-company studies should be conducted to verify the applicability of the findings to other industries, cultures and geographical contexts.

Managers should try to enhance employees' person–job fit and help or encourage them to engage in career self-management to increase job satisfaction. Additionally, managers should be aware of the negative influence of job demands and try to keep them at low levels.

This study extends and enriches the understanding of the positive influence of person–job fit on work outcomes, explores the mechanism of person–job fit on job satisfaction from a new perspective, namely career self-management, and explores the boundary condition (i.e. job demands) of the relationship between person–job fit and career self-management in the Chinese context.

Organizational psychologists and human resource management (HRM) practitioners often have to select the “right fit” candidate by manually scouting data from various sources including job portals and social media. Given the constant pressure to lower the recruitment costs and the time taken to extend an offer to the right talent, the HR function has to inevitably adopt data analytics and machine learning for employee selection. This paper aims to propose the “Quality of Hire” concept for employee selection using the person-environment (P-E) fit theory and machine learning.

The authors demonstrate the aforementioned concept using a clustering algorithm, namely, partition around mediod (PAM). Based on a curated data set published by the IBM, the authors examine the dimensions of different P-E fits and determine how these dimensions can lead to selection of the “right fit” candidate by evaluating the outcome of PAM.

The authors propose a multi-level fit model rooted in the P-E theory, which can improve the quality of hire for an organization.

Theoretically, the authors contribute in the domain of quality of hire using a multi-level fit approach based on the P-E theory. Methodologically, the authors contribute in expanding the HR analytics landscape by implementing PAM algorithm in employee selection.

The proposed work is expected to present a useful case on the application of machine learning for practitioners in organizational psychology, HRM and data science.