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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.

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.

The objective of this research is to explore the relationship between person-organization fit and employee well-being in the context of uncertainty across three Central European countries: Lithuania, Slovakia and Hungary.

This study employed a survey-based approach to gather primary data from Lithuania, Slovakia and Hungary, resulting in a total of 1,140 respondents. The survey utilized a structured questionnaire designed with a five-point Likert scale. The questionnaire consisted of three main sections: person-organization fit, employee well-being and demographic information. Person-organization fit was assessed through a 3-item scale, while employee well-being was evaluated using an 18-item scale that included 3 dimensions: life well-being, workplace well-being and psychological well-being. Partial least squares structural equation modeling (PLS-SEM) was employed to analyze the survey data.

The findings of the study reveal significant positive relationships between person-organization fit and three dimensions of employee well-being – life well-being, workplace well-being and psychological well-being – in three Central European countries: Lithuania, Slovakia and Hungary. Notably, there were discernible differences between Hungary and Lithuania, as well as between Slovakia and Lithuania. Conversely, no significant distinctions were observed between Hungary and Slovakia in relation to these variables.

This research has the potential to shed light on how the alignment between individual values and organizational values impacts employee well-being, particularly within the context of volatile periods such as the COVID-19 pandemic. This understanding can guide organizations in fostering a work environment that supports employees. Furthermore, the results of this study create the prospect of providing actionable guidance to organizations aiming to strengthen their approaches for enhancing employee well-being across dimensions such as life well-being, workplace well-being and psychological well-being.

The purpose of this paper is to explore the relationship between employer brand dimensions and employer of choice (EOC). The paper also analyses the role of person-organisation fit in transferring employer brand dimensions to EOC status, and the moderating role of social media in the relationship between person-organisation fit and EOC.

Factor analysis has been conducted to validate the “employer attractiveness” scale for identifying the dimensions of employer brand. Structural equation modelling has been used to conduct mediation and moderation analysis. The results are based on the perceptions of college students regarding employer brand dimensions and EOC status.

The paper provides empirical insights on how the person-organisation fit helps in transferring employer brand dimensions to EOC status. The results indicate that the person-organisation fit acts as a full mediator, indicating that for becoming a EOC, the dimensions of employer brand must be linked to the person-organisation fit. Also, the moderation analysis results highlight the importance of social media towards obtaining EOC status.

The authors believe that the study is the first of its kind to investigate drivers of EOC, and to identify the role of the person-organisation fit as a mediating variable and social media as a moderating variable.

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 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.

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.

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.

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.

The purpose of this paper is to investigate the mediating effect of organizational identification in the relationship between person-organization fit and intention to stay as well as word-of-mouth referrals. The study also examines the role of perceived external prestige as a moderator of the relationship between organizational identification and intention to stay and word-of-mouth referrals.

Data were collected from 2,649 millennial employees working in various companies located within the Central Thailand Industrial Estates. The hypothesized relationships were tested and analyzed by means of a confirmatory factor analysis, structural equation modeling, hierarchical regression and a bootstrapping procedure.

The results revealed that the direct relationships between person-organization fit and intention to stay as well as word-of-mouth referrals were found to be partially mediated by organizational identification. In addition, perceived external prestige was found to have a moderating effect on the relationship between organizational identification and word-of-mouth referrals, but found no effect on employee retention.

The current research took place among the millennial workers in Thai organizations, which needs to be extended to other generational cohorts or different culture settings for more generalization.

The results imply that managers should routinely assess and monitor person-organization compatibility, and ensure that corporate cultures, values and norms are properly communicated and mutually shared among the millennial workers. The aim is to inspire them to perceive better fits and proudly identify with their workplace. Such efforts are likely to induce not only retention, but also should encourage word-of-mouth referrals.

This study extends existing knowledge by assessing the relationships among person-organization fit, organizational identification and perceived external prestige as well as their impacts on intention to stay and word-of-mouth referrals by millennial employees, which has not been extensively investigated in the literature.