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The purpose of this study is to investigate the effects of three person-environment (PE) fit dimensions (i.e. person-job, person-organizational and person-technology [PT] fit) on employees’ engagement and service-oriented organizational citizenship behavior (OCB) dimensions (i.e. loyalty, service delivery and participation).

Both online and on-site surveys were used to collect data from customer-contact employees working at a resort-style hotel in the USA. A total of 290 complete responses were collected, and the results were analyzed using a confirmatory factor analysis and structural equation modeling.

The results revealed that the three PE fit dimensions positively influenced employee engagement. The results also showed that the three PE fit dimensions had significant indirect effects on the three OCB dimensions via engagement, except for the relationship between PT fit and participation. PT fit only had a significant direct effect on participation.

This study contributes to the current PE fit, engagement and OCB literature by adding PT fit and testing the effects of the three PE fit dimensions on service-oriented OCB via engagement. This study recommends that hospitality companies develop strategies and tactics to improve their employees’ PE fit and engagement because they are the key determinants of service-oriented OCB.

本论文旨在检验三种人-环境（PE）合适度维度（即人-工作 人-组织 人-科技）对员工参与和以服务为本的组织公民行为（OCB）维度（如忠诚度 服务传递 和参与）的影响。

研究采样通过线上和线下问卷, 样本包括与顾客接触的在美国度假村式酒店工作的员工。样本数量为290份。研究分析方法包括验证性分子分析和结构方程模型。

研究结果表明三种 PE 合适度维度对员工参与有积极影响。研究结果还表明三种PE合适度维度通过员工参与变量对三种 OCB 的维度有显著影响, 除了 PT 与参与之间的关系外。PT 合适度只对参与有显著直接影响。

本论文对目前有关PE合适度 员工参与 和OCB文献有着显著贡献, 其增添了PT合适度, 还检验了三种PE合适度维度对服务为本OCB通过员工参与变量的间接影响。本论文推荐酒店业相关企业应该制定政策和方针来提高员工PE合适度, 因为 PE 合适度是服务为本OCB变量的关键维度。

关键词：人-环境合适度 人-工作合适度, 人-组织合适度 人-科技合适度 员工参与 以服务为本的组织公民行为（OCB）

研究论文

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 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.

Drawing on a number of strategic management theories, the purpose of this paper is to explore the relationship between strategic thinking (in other words, systems perspective, focused intent, intelligent opportunism, thinking in time and hypothesis-driven analysis) and organizational performance. It also investigates whether the notion and content of high performance work practices, as identified in developed countries, can be used to amplify the effects of strategic thinking within the banking industry in a developing country.

Utilizing cross-sectional data obtained from commercial banks in Jordan, this paper applied structural equation modeling (SEM) to examine the banking sector in a developing country. Data were collected through self-administered questionnaires.

According to the results, focused intent, intelligent opportunism, thinking in time and hypothesis-driven analysis have positive impacts on organizational performance, except when considered from the systems perspective. Consequently, high performance work practices were found to only moderate the relationship between focused intent, intelligent opportunism, thinking in time and organizational performance.

The authors examined the impact of strategic thinking on the organizational performance through the moderation role of high performance work practices. The results of this paper extend the existing literature by providing evidence from Jordan, a developing country outside of the western world.

Researchers have strived to identify the factors enhancing happiness at work (HAW), and the causal relations among the enablers of happiness remained underexplored. Therefore, this study aims to map and prioritize the causal relation structures of enablers of HAW.

Data were collected from key representatives of information technology (IT) firms located in India. A framework based on the cause and effect relationship among enablers of HAW is proposed, and to establish this causality, the decision-making trial and evaluation laboratory (DEMATEL) technique was applied.

The findings indicate five out of 12 enablers as causal, namely, transformational leadership, authentizotic work climate, person–organization work fit, organizational virtuousness and meaningfulness in work.

Human resource managers, organizational policymakers and scholars will gain greater understanding through this causal framework of enablers of HAW. Knowledge and facilitation of these enablers will aid in nurturing a happy workplace.

The purpose of this study was to investigate the relationship between job crafting and work engagement and the potential mediating effect of organizational happiness on this relationship.

A sample of 256 full-time employees from various industries such as automobiles, retail, real estate, petrochemicals, investment, industrial and education, working at top 50 Forbes Middle East companies in UAE, were surveyed to gather data on job crafting, organizational happiness and work engagement. The study used an empirical research design, with data collected through surveys.

The results of this study, obtained through a two-step structural equation modelling approach, indicate that job crafting has a positive and direct influence on both organizational happiness and work engagement. The findings also suggest that the relationship between job crafting and work engagement is partially mediated by organizational happiness.

The findings emphasize the need for human resources (HR) professionals to develop programmes and training workshops focused on cultivating these concepts, particularly as remote and blended working arrangements become more prevalent. In addition, the study highlights the global impact of employee disengagement on financial losses and stresses the importance of revising HR policies in the UAE to mitigate potential risks. Lastly, the study suggests that enhancing happiness and reducing disengagement can be achieved through training managers and employees in task structuring techniques, emphasizing the teachability of job crafting skills through interventions that align tasks with employees’ interests.

To the best of the author's knowledge, this is the first study to theoretically explore and empirically test a proposed model on the relationships between job crafting, organizational happiness and work engagement in the context of the UAE.

Though affective commitment has been thought to be critical in team selection, it is yet to be integrated into current models on team selection primarily due to lack of understanding of its contribution to teamwork effectiveness and performance. This study tests the contribution of complementary person team-fit (CF), supplementary person team-fit (SF) and affective commitment (AC) to teamwork effectiveness in construction project teams. By this examination, a theoretical case is made for the inclusion of affective commitment in team selection and deployment in construction project delivery.

By using a deductive questionnaire survey on project team participants and experienced human resource managers in recruitment and team selection in project organizations, structural equation model (SEM) was used to test the contribution of CF, SF and AC parameters to teamwork effectiveness from a total of 105 responses gathered from project team participants in project delivery.

The SEM revealed that, CF, SF and AC together account for about 81% predictive effect to teamwork effectiveness which is higher than joint effect of CF and SF in existing models in team selection and deployment. By this, it can be affirmed that, in considering CF, SF and AC in an integrated manner in team selection and deployment, higher team effectiveness can be achieved that can stimulate high performing teams and effectiveness in project delivery.

The findings give theoretical assertiveness to extending consideration of competence and values in team selection to embrace affections and commitment to engender effectiveness in teamwork, cohesion, collaboration and performance. This present novel attempts to include affective commitment in teamwork toward higher team effectiveness.

Volume 24 of Research in Personnel and Human Resources Management contains seven thought-provoking papers. The first two papers (Gully & Phillips; Colquitt, Zapata-Phelan & Roberson) address motivation and justice issues at multiple levels of analysis. The third paper (Miceli & Near) contains a review of the whistle-blowing literature, bringing us up-to-date on theoretical issues pertaining to the whistle-blowing phenomenon. The fourth and fifth papers (Marler & Dulebohn; DeRouin, Fritzsche & Salas) offer thought-provoking ideas and reviews of the use of human resource information systems and learning in e-environments. The final two papers (Klein & Fein; Wheeler, Buckley, Halbesleben, Brouer & Ferris) further advance our knowledge of person–organizational fit through an integration of alternative fit perspectives, and expand our thinking about employee motivation through the proposal of a construct called goal propensity.

The purpose of this paper is to investigate the role of non-profit service motivation (NPSM) as a cognitive dimension in the enhancement of managerial accountability of Korean NGO employees. Hypotheses and a research model were designed to determine the antecedent and consequence factors of NPSM from the perspective of the self-determinants theory, social learning theory, and social exchange theory.

This study relies on quantitative data obtained from Korean NGO survey questionnaires. The sample consists of 400 employees working for NGOs. The performance evaluations were conducted within a one-year period.

Results of the study demonstrate that training and development are the keys to leading employees’ value congruence and motivation. The authors also confirmed that person-organizational (P-O) fit is directly associated with NPSM. Finally, intrinsically motivated NGO employees would boost the level of managerial accountability among the Korean NGO employees through organization and socialization.

Through applying Perry’s original public service motivation (PSM) scale including rational, normative, and affective values, the exploratory factor analysis and confirmatory factor analysis results confirmed that the constructs of NPSM were valid and reliable in the Korean NGOs. Additionally, it might also explain the locus of causality of self-determination theory, and how it changes people’s motivation. Finally, the authors confirmed that organizational systems are notable in terms of increasing P-O fit, strengthening intrinsic motivation, and increasing organizational consequences.

This study confirms that human resource development (HRD) practices and performance management system (PMS) act as very effective managerial tools for nurturing positive and constructive social exchange relationships between organizational constituents, and for developing human resources in the NGOs. This is evident in cases of individuals being given extensive participation rights when it comes to decision making (Leana et al., 1992; Mayer and Schoorman, 1998). The benefit of this reality is twofold: it strengthens individuals’ perceptions of self, fostering intrinsic motivation, and it also acts as a buffer of sorts between individuals and external pressures, weakening extrinsic motivation.

There exists a notion that well-made organizational systems and policies should be regarded as more important because certain informal or relational social interactions and communications (e.g. HRD programs) or PMS policies (e.g. service monitoring systems, finance monitoring systems, and HR and organizational monitoring systems) prevail in the cultural characteristics of NGOs. Based on this notion, allowing P-O fit, intrinsic motives, and accountable behaviors to function as invisible but very persuasive norms, rules, and informal regulations for leaders and subordinates will help make NGOs successful.

Given that most Korean non-profit organizations are very small and lack formal HR departments or functions, it is possible that this lack of formality has been somewhat responsible for the shortage of research on the outstanding aspects and issues surrounding non-profit HR management and the motivation of non-profit employees. However, as the non-profit sector has become more professionalized and specialized in terms of training, development, and identity, the need to understand HR issues and employee motivation is vital to improve both employee management and organizational strategies. The aim of this research is to further the understanding of what makes the non-profit workforce distinct. The authors believe that the similarities in terms of motivation for public and non-profit employees allowed us to use a modified version of Perry’s (1996) scale in the study to examine NPSM. However, drawing on these various and diverse perspectives on PSM and NPSM, especially in the Korean context, the authors define NPSM as “intrinsically and voluntarily driven attitudes and dispositions that lead to more service delivery, fundraising, and volunteering activities in the non-profit agencies.”

Generation A individuals with Asperger's (high-functioning autism) might increase their chance that their skills fit with job requirements (person-job fit) by considering various nonacademic and popular lists of Asperger's-friendly jobs. Asperger's “celebrity” and professor Temple Grandin's list of 51 jobs was investigated using Asperger's-related job characteristics from the US Department of Labor's O*NET job description database. Using a factor analysis resulting in six Asperger's-related job characteristics, social orientation was the only factor that significantly predicted Grandin's judgment of what is an Asperger's-related job based on a binomial logistic regression analysis. Another analysis using O*NET data showed a wide variety of jobs that were most and least associated with each of the six factors. Study limitations and future research follow the analyses.