Search results

This present three-wave longitudinal study aims to elucidate underlying mechanism in high-performance work practices (HPWPs) and job performance relationship by examining the role of person–job as a potential mediator.

Data were collected from 357 faculty members of universities in Punjab (India) using a well-structured questionnaire for four consecutive months. Hypotheses were tested using PLS-SEM software.

This study results substantiated HPWPs have a direct favorable impact on the person–job fit because their extensive engagement policies, such as employee empowerment and rewards, help employees to perceive their jobs as being a good fit. Furthermore, these practices fulfil employment expectations for employees, resulting in job fit and boosting the employee’s performance; highlighting person–job fit as potential mediator.

Grounding on the person–environment congruence theory, this study shed light on the relationship between HPWPs and job performance via person–job fit in the Indian higher education sector. This develops a unique management philosophy and strategies for long-term sustainable growth of organizations to give proper concrete evidence for the significance of human resource management (HRM).

This study findings persuade HR professionals in higher education institutions to actively engage in reconsidering and implementing their current HPWPs efficaciously to ensure that the employees are well-suited to their roles, i.e. increased person–job fit and perform at a higher level. Furthermore, considering the favorable impact of HPWPs on job fit and performance, it is pertinent to extensively use these practices in organizations all over the world especially across developing nations as a successful HRM solution.

This longitudinal study provides first-hand information on person–job fit intervening as a mediator in HPWPs and job performance relationship thereby contributing to the current corpus of HPWPs work. This fills the gap in HPWPs and job performance literature by identifying a novel concept of person–job fit that is mostly unexplored in developing countries like India.

Why would a hospitality or tourism enterprise’s talent program backfire to demotivate interns from engaging in their jobs? This study aim to synthesize theoretical strands from the self-determination theory, person–environment fit theory and conservation of resources theory to investigate the predictors of perceived person–job fit and how such a fit causes changes in interns’ job motivation over time.

A four-wave longitudinal study was conducted. The four waves of data obtained from over 251 interns in China were analyzed using latent growth curve modeling.

The findings demonstrate that abusive co-worker treatment moderated the impact of perceived negative social status and perceived overqualification on perceived person–job fit. Moreover, perceived person–job fit is a significant predictor of the initial level of job motivation and flattens the decrease in job motivation over time. These findings demonstrate that interns’ job motivation generally decreased over time, and perceived person–job fit may help dampen the change trajectory of job motivation.

This study contributes to the practice of education and organizations in hospitality and tourism management by advocating for better interventions to improve interns’ work experience and motivations. Also, organizations can create team-building opportunities and promote teamwork that contributes to the formation of cohesive relationships and improve personal bonding.

This longitudinal inquiry conducted in China underscores the perils of hospitality/tourism internship by synthesizing a framework based on the theoretical strands germane to person–environment fit, resource conservation and self-determination. It uncovers the dark side of internship – not only due to mismanaged internship experience, but also because it could backfire to create a demotivational spiral that may ultimately drive potential talents away from hospitality/tourism organizations and industry.

Although a plethora of literature has developed person–job fit theory, how leaders' emotions affect followers' person–job fit has received insufficient attention. Drawing on emotions as social information (EASI) theory, the present research study investigated the impact of leaders' positive emotions on person–job fit and further explained the mediating role of psychological safety and the moderating effect of organizational identification.

Data were collected from 319 Chinese employees nested in 67 teams, and a cross-level design was adopted to examine the research hypotheses.

The results indicated that individual-level psychological safety played a mediating role in the cross-level relationship between team-directed leaders' positive emotions and individual-level person–job fit. Moreover, the authors found a cross-level moderating effect of team-level organizational identification.

This present research empirically showed that leaders displaying positive emotions in the workplace benefited followers' perceptions of psychological safety, which in turn improved followers' attitudes towards their job in management practice. In addition, organizational identification could positively advance this process.

This study is the first to evaluate the operational mechanism of leaders' emotion on followers' perceived person–job fit in the Chinese context. Person–job fit has primarily been investigated as a driver of employee outcomes in the previous research studies. These studies focussed on whether and how leaders' emotions improve followers' person–job fit.

The purpose of this paper is to investigate the impact of virtual community trust on work engagement and person–job fit in the context of digital work platforms. The emergence of the platform economy is changing the work environment fundamentally. It has enabled the appearance of alternative work arrangements, such as temporary organizing and the increase of independent contracting, also among highly specialized knowledge workers.

Data were collected with an online survey and used to test the relationships between virtual community trust, work engagement and person–job fit. Confirmatory factor analysis and structural equation modeling were used to test the goodness of a theoretical model.

Based on the data of 127 experts contracting on digital work platforms, virtual community trust positively affects both work engagement and person–job fit. In addition, the relationship between work engagement and person–job fit in the context of digital work platforms is significant and positive.

This study shows that trust among independent contractors working on digital platforms is important for work engagement and that platform providers can improve work performance through person–job fit by assisting in the creation of trust among members of their platforms.

The research literature on knowledge work in the changing context of work is scarce, and the role of trust in the context of digital work platforms needs clarification. This paper tests a theoretical model on the effects of trust among highly skilled experts working in the digital platform context as independent contractors and provides evidence for the importance of building trust among members of a virtual work community.

The purpose of this paper is to examine the relationship between inclusive leadership and employee work engagement by identifying person-job fit as a mediator, and employee felt responsibility as a moderator.

Employing a two-wave survey from 261 employees across various industries in China, the study tests hypotheses using hierarchical regression analysis with the PROCESS procedure developed by Hayes.

The results show that inclusive leadership is positively related to employee work engagement through person-job fit. The results further demonstrate that employees’ felt responsibility moderates the positive direct relationship between inclusive leadership and person-job fit as well as the indirect relationship between inclusive leadership and work engagement via person-job fit.

Although two-wave data were used to test the model, issues of common method bias cannot be excluded because the data were collected from a single source (the employee).

Organizations should promote and develop inclusive leaders in the workplace to enhance employee work engagement, and pay attention to employees' felt responsibility for their work to ensure effectiveness of inclusive leadership.

Integrating social information processing theory and person-environment fit theory, this study enriches the theoretical foundation of inclusive leadership scholarship. This study deepens the understanding of the mechanism underlying the link between inclusive leadership and work engagement, as well as an important boundary condition of this relationship, by examining the mediating role of person-job fit and the moderating role of felt responsibility.

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.

This paper aims to examine the impact of salespeople’s subjective person-job fit on the salespeople’s intention to quit. Moreover, this study further investigates how the subjective person

job fit could be influenced by the cooperative learning and support in the organization. Person-job fit is an important issue for salespeople’s career development. However, the antecedents of salespeople’s person-job fit seem to have been under-investigated in the management literature.

A questionnaire survey is used as a research instrument, and Taiwan’s full-time life insurance salespeople took part in the investigation. The hypotheses were tested by using partial least squares and structural equation modeling tool (SmartPLS 2.0).

The results confirmed that poor subjective person-job fit would significantly increase the salespeople’s intention to quit. Yet, the results also suggested that cooperative learning and organizational support are the mechanisms that reduce this problem.

This study provided the initial discussions about the effect of cooperative learning and organizational support on the salespeople’s subjective person-job fit.

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.

We develop a conceptual model, based on person-environment fit theory, which explains how employee age affects occupational strain and well-being. We begin by explaining how age directly affects different dimensions of objective and subjective P-E fit. Next, we illustrate how age can moderate the relationship between objective P-E fit and subjective P-E fit. Third, we discuss how age can moderate the relationships between P-E fit, on one hand, and occupational strain and well-being on the other. Fourth, we explain how age can impact occupational strain and well-being directly independent of P-E fit. The chapter concludes with implications for future research and practice.