The phenomenology of fit: Linking the person and environment to the subjective experience of person-environment fit.

The authors distinguished 3 approaches to the study of perceived person-environment fit (P-E fit): (a) atomistic, which examines perceptions of the person and environment as separate entities; (b) molecular, which concerns the perceived comparison between the person and environment; and (c) molar, which focuses on the perceived similarity, match, or fit between the person and environment. Distinctions among these approaches have fundamental implications for theory, measurement, and the subjective experience of P-E fit, yet research has treated these approaches as interchangeable. This study investigated the meaning and relationships among the atomistic, molecular, and molar approaches to fit and examined factors that influence the strength of these relationships. Results showed that the relationships among the approaches deviate markedly from the theoretical logic that links them together. Supplemental analyses indicated that molar fit overlaps with affect and molecular fit gives different weight to atomistic person and environment information depending on how the comparison is framed. These findings challenge fundamental assumptions underlying P-E fit theories and have important implications for future research. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Affective influences in person–environment fit theory: Exploring the role of affect as both cause and outcome of P-E fit.

Person–environment (P-E) fit theory is a general framework that has been used extensively to understand thinking and behavior in organizations. However, recent research has highlighted several important issues that compromise understanding of the P-E fit construct. First, it is widely assumed that affect is only an outcome of P-E fit. Second, understanding of the antecedents to P-E fit is severely limited. Third, the noncorrespondence between objective and subjective fit components has typically not been accounted for. In a bid to address these issues, the author presents an expanded model of P-E fit and argues for and explicates a more important role for work-based affect (i.e., moods, emotions, and affective attitudes that are experienced at work) in P-E fit theory. Two competing perspectives (affective consistency and hedonistic) are proposed to account for why work-based affect can be a cause of P-E fit. This expanded model of P-E fit improves understanding of how P-E fit is actually experienced and managed as a result of individuals’ affective experiences at work. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Socialization Tactics, Employee Proactivity, and Person-Organization Fit.

This study examined the linkage between organizational socialization tactics and person-organization (P-O) fit and examined the moderating influence of employees' proactivity behaviors. Results from a sample of 279 employee-supervisor pairs from 7 organizations in South Korea revealed a positive relationship between institutionalized socialization tactics and P-O fit perceptions. However, the association between firms' socialization tactics and P-O fit was facilitated or negated by several proactive behaviors that employees used to gain control over their environment. For example, employees' positive framing harmonized with institutional tactics to create higher P-O fit, whereas employees who proactively developed strong relationships with their supervisors essentially replaced institutionalized socialization tactics. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Work--family conflict, perceived organizational support, and organizational commitment among employed mothers.

This study investigated the impact of work interfering with family (WIF) and family interfering with work (FIW) on women's organizational commitment and examined both the direct and moderating effects of their perceive& organizational support. Participants were 143 professional employed mothers with at least 1 preschool-age child. The study found that WIF was positively related to continuance organizational commitment but unrelated to affective commitment, and FIW was not related to either form of organizational commitment. Results also indicated that perceived organizational support exhibited a main effect on both types of commitment. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A policy-capturing study of the simultaneous effects of fit with jobs, groups, and organizations.

The authors report an experimental policy-capturing study that examines the simultaneous impact of person-job (PJ), person-group (PG), and person-organization (PO) fit on work satisfaction. Using hierarchical linear modeling, the authors determined that all 3 types of fit had important, independent effects on satisfaction. Work experience explained systematic differences in how participants weighted each type of fit. Multiple interactions also showed participants used complex strategies for combining fit cues. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Is job search related to employment quality? It all depends on the fit.

In this longitudinal study on job search, fit perceptions, and employment quality, 113 graduates completed surveys prior to organizational entry and 4 mo after entry. Job search behavior and career planning were positively related to pre-entry person job (P-J) and person-organization (P-O) fit perceptions, and pre-entry P-J fit perceptions mediated the relationship between career planning and postentry P-J fit perceptions. P-J and P-O fit perceptions were positively related to job and organizational attitudes, and pre-entry P-J fit perceptions mediated the relationship between career planning and job attitudes. Further, the relationships between pre-entry fit perceptions and employment quality were mediated by postentry fit perceptions. These results indicate that P-J and P-O fit perceptions play an important role in linking job search to employment quality. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Volunteering for charity: Pride, respect, and the commitment of volunteers.

This study builds upon and extends the social-identity-based model of cooperation with the organization (T. R. Tyler, 1999; T. R. Tyler & S. L. Blader, 2000) to examine commitment and cooperative intent among fundraising volunteers. In Study 1, structural equation modeling indicated that pride and respect related to the intent to remain a volunteer with an organization, and that this relation was mediated primarily by normative organizational commitment. In Study 2, structural equation modeling indicated that the perceived importance of volunteer work was related to pride, that perceived organizational support related to the experience of respect, and that pride and respect mediated the relation between perceived importance and support on the one hand and organizational commitment on the other. Overall, the results suggest that volunteer organizations may do well to implement pride and respect in their volunteer policy, for instance to address the reliability problem (J. L. Pearce, 1993). (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Different fits satisfy different needs: Linking person-environment fit to employee commitment and performance using self-determination theory.

Integrating and expanding upon the person-environment fit (PE fit) and the self-determination theory literatures, the authors hypothesized and tested a model in which the satisfaction of the psychological needs for autonomy, relatedness, and competence partially mediated the relations between different types of perceived PE fit (i.e., person-organization fit, person-group fit, and job demands-abilities fit) with employee affective organizational commitment and overall job performance. Data from 163 full-time working employees and their supervisors were collected across 3 time periods. Results indicate that different types of PE fit predicted different types of psychological need satisfaction and that psychological need satisfaction predicted affective commitment and performance. Further, person-organization fit and demands-abilities fit also evidenced direct effects on employee affective commitment. These results begin to explicate the processes through which different types of PE fit relate to employee attitudes and behaviors. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Perceived versus used workplace flexibility in Singapore: Predicting work-family fit.

This study examined the relationship of 2 types of workplace flexibility to work-family fit and work, personal, and marriage-family outcomes using data (N = 1,601) representative of employed persons in Singapore. We hypothesized that perceived and used workplace flexibility would be positively related to the study variables. Results derived from structural equation modeling revealed that perceived flexibility predicted work-family fit; however, used flexibility did not. Work-family fit related positively to each work, personal, and marriage-family outcome; however, workplace flexibility only predicted work and personal outcomes. Findings suggest work-family fit may be an important facilitating factor in the interface between work and family life, relating directly to marital satisfaction and satisfaction in other family relationships. Implications of these findings are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The convergent and discriminant validity of subjective fit perceptions.

This study examined whether employees develop perceptions about 3 different types of fit: person-organization fit, needs-supplies fit, and demands-abilities fit. Confirmatory factor analyses of data from 2 different samples strongly suggested that employees differentiate between these 3 types of fit. Furthermore, results from a longitudinal design of 187 managers supported both the convergent and discriminant validity of the different types of fit perceptions. Specifically, person-organization fit perceptions were related to organization-focused outcomes (e.g., organizational identification, citizenship behaviors, turnover decisions), whereas needs-supplies fit perceptions were related to job- and career-focused outcomes (e.g., job satisfaction, career satisfaction, occupational commitment). Although demands-abilities fit perceptions emerged as a distinct construct, they were not related to hypothesized outcomes (e.g., job performance, raises). (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

3. Understanding Organizational Behavior.

Introduces the articles in this section, which relate primarily to what is labeled as organizational behavior or organizational diagnosis, as distinguished from organizational change and development. The editors asked the authors in this section to address several questions: What basic principles of psychology can be detected in the functioning of organizations? How does the observer modify the organization? (Is it possible to observe and diagnose an organization without modifying it?) What is the significance of the labor as a component of any effort to develop a diagnosis of any industrial enterprise? In addition, an article by Richard Walton has been included on the quality of work life movement, because it represents a linkage between the processes of observation, taxonomy, and categorization and the processes of intervention, change, and development. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Stable predictors of job satisfaction, psychological strain, and employee retention: An evaluation of organizational change within the New Zealand Customs Service.

Recent changes in employment conditions have resulted in the increased exposure of workers to unfavorable job characteristics and to consequential increases in adverse individual and organizational health outcomes. In this article the authors evaluate the steps undertaken by one proactive employer to reduce these adverse outcomes. Three organization-wide surveys (n = 350, 316, and 405) were conducted over a 3-year period within the New Zealand Customs Service to determine the influence of perceived job conditions on individual and organizational health outcomes. Staff retention and employee satisfaction significantly improved over time and these increases were attributable to workplace improvements. Stable predictors of job satisfaction included minor daily stressors, positive work experiences, job control, and perceived supervisor support. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Applicant Attraction to Organizations and Job Choice: A Meta-Analytic Review of the Correlates of Recruiting Outcomes.

Attracting high-performing applicants is a critical component of personnel selection and overall organizational success. In this study, the authors meta-analyzed 667 coefficients from 71 studies examining relationships between various predictors with job-organization attraction, job pursuit intentions, acceptance intentions, and job choice. The moderating effects of applicant gender, race, and applicant versus nonapplicant status were also examined. Results showed that applicant attraction outcomes were predicted by job-organization characteristics, recruiter behaviors, perceptions of the recruiting process, perceived fit, and hiring expectancies, but not recruiter demographics or perceived alternatives. Path analyses showed that applicant attitudes and intentions mediated the predictor-job choice relationships. The authors discuss the implications of these findings for recruiting theory, research, and practice. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The interactive effects of belongingness and charisma on helping and compliance.

This study tests the main and interactive effects of belongingness and perceived charismatic leadership on 2 forms of organizational citizenship behavior (helping and compliance). In line with expectations, a study of 115 manager-subordinate dyads demonstrates that employees show more helping (manager rated) when they have a stronger sense of belongingness at work and more helping as well as compliance when they perceive their leader to be more charismatic (subordinate rated). Belongingness partially mediates the relationship between charisma and helping. Also, as hypothesized, belongingness and charisma have interactive effects on employees' helping and compliance. The impact of perceived charisma on these behaviors is stronger for employees with a low sense of belongingness at work than for individuals with a higher sense of belongingness. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Organization structure as a moderator of the relationship between procedural justice, interactional justice, perceived organizational support, and supervisory trust.

Organizational justice researchers recognize the important role organization context plays in justice perceptions, yet few studies systematically examine contextual variables. This article examines how 1 aspect of context--organizational structure--affects the relationship between justice perceptions and 2 types of social exchange relationships, organizational and supervisory. The authors suggest that under different structural conditions, procedural and interactional justice will play differentially important roles in determining the quality of organizational social exchange (as evidenced by perceived organizational support [POS]) and supervisory social exchange (as evidenced by supervisory trust). In particular, the authors hypothesized that the relationship between procedural justice and POS would be stronger in mechanistic organizations and that the relationship between interactional justice and supervisory trust would be stronger in organic organizations. The authors' results support these hypotheses. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Antecedents and outcomes of organizational support for development: The critical role of career opportunities.

This study examines antecedents and behavioral outcomes of employees' perceptions of organizational support for development. We first propose that employees' past participation in formal developmental activities and experience with developmental relationships positively relate to their perceptions of organizational support for development. We then propose that perceived career opportunity within the organization moderates the relationship between organizational support for development and employee performance and turnover. Using a sample of 264 exempt-level employees and their supervisors, we found that participation in training classes, leader–member exchange, and career mentoring were each positively related to employees' perceptions of organizational support for development. We also found support for the moderator hypotheses. Specifically, development support positively related to job performance, but only when perceived career opportunity within the organization was high. Further, development support was associated with reduced voluntary turnover when perceived career opportunity was high, but it was associated with increased turnover when perceived career opportunity was low. Our study demonstrates that social exchange and career motivation theory work together to explain when and how employees' perceptions of organizational support for development relate to turnover and job performance. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

An examination of the role of perceived support and employee commitment in employee-customer encounters.

The authors examined the relationships between perceived organizational support, organizational commitment, commitment to customers, and service quality in a fast-food firm. The research design matched customer responses with individual employees' attitudes, making this study a true test of the service provider-customer encounter. On the basis of a sample of matched employee-customer data (N = 133), hierarchical linear modeling analyses revealed that perceived organizational support had both a unit-level and an employee-level effect on 1 dimension of service quality: helping behavior. Contrary to affective organizational commitment, affective commitment to customers enhanced service quality. The 2 subdimensions of continuance commitment to the organization--perceived high sacrifice and perceived lack of alternatives--exerted effects opposite in sign: The former fostered service quality, whereas the latter reduced it. The implications of these findings are discussed within the context of research on employee-customer encounters. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Effects of customization on application decisions and applicant pool characteristics in a web-based recruitment context.

The authors examined 2 forms of customization in a Web-based recruitment context. Hypotheses were tested in a controlled study in which participants viewed multiple Web-based job postings that each included information about multiple fit categories. Results indicated that customization of information regarding person-organization (PO), needs-supplies, and demands-abilities (DA) fit (fit information customization) and customization of the order in which these fit categories were presented (configural customization) had differential effects on outcomes. Specifically, (a) applicant pool PO and DA fit were greater when fit information customization was provided, (b) applicant pool fit in high- versus low-relevance fit categories was better differentiated when configural customization was provided, and (c) overall application rates were lower when either or both forms of customization were provided. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Occupational role stress in the Canadian forces: Its association with individual and organizational well-being.

Studies on workplace stress have been conducted in various occupational environments. However, published reports exploring occupational stress in the military are rare. This study examines occupational stress in the Canadian Forces within the framework of social role theory and its relation to employee health, job satisfaction, and organizational commitment. Ss were 1,068 Regular Forces military members who completed a survey questionnaire. Of interest were the psychological resources (e.g., individual coping skills, workplace leadership, and perceived organizational support) that have the potential to alter the perception of work stress and/or alleviate its association with individual and organizational outcomes. Regression analyses indicated a negative association between occupational role stress and both individual (strain) and organizational (job satisfaction and organizational commitment) well-being. No moderating effects were found for coping strategies, workplace leadership, or perceived organizational support, although these factors had direct relationships with both individual and organizational well-being The results are discussed in terms of the potential of organizational resources and role stress to cascade across organizational levels. (PsycINFO Database Record (c) 2010 APA, all rights reserved)