The congruence of actual and perceived person–organization fit

Do We Have a Match? Assessing the Role of Community in Coworking Spaces Based on a Person-Environment Fit Framework

As working arrangements become more flexible and many people work remotely, the risk of social isolation rises. Coworking spaces try to prevent this by offering not only a workplace, but also a community. Adopting a person-environment fit perspective, we examined how the congruence between workers' needs and supplies by coworking spaces relate to job satisfaction and intent to leave. We identified five needs (i.e., community, collaboration, amenities, location, and cost), of which community was expected to be the central need. An online questionnaire was distributed among coworkers in Germany and Austria, resulting in a sample of 181 coworkers. Results showed that needs-supplies fit regarding community was related to job satisfaction and intent to leave in coworking spaces. Findings for the other needs, however, did not show that congruence is associated with outcomes. Overall, the findings highlight the importance of community fit in coworking and offer insights for workers and entrepreneurs in this area.

On-boarding new employees: a three-component perspective of welcoming

Purpose

No component of the human capital management has been more overlooked by companies than the process of welcoming new recruited employees – the on-boarding phase. This paper aims to present a three-component perspective of on-boarding and a contribution to measuring the employees’ perceptions based on three dimensions of welcoming: structured corporate welcome, manager welcome and coworkers welcome.

Design/methodology/approach

An empirical study based on a self-reported survey was conducted to test the model and an on-boarding employees’ perceptions proposed scale. The authors hypothesized that the three on-boarding components relate positively to some critical work outcomes (e.g. work engagement and affective organizational commitment). Analyses using a sample of 347 workers from Portuguese firms showed that the three-component on-boarding scale had adequate validity and all three components of on-boarding were positively related to the work outcomes included in this study.

Findings

Findings suggest that an effective onboarding process, based on the three-component perspective (corporate welcome, manager welcome and coworkers welcome), is a significant contribution to promote organizational affective commitment and work engagement of new employees.

Originality/value

The paper addresses the need for organizations to design on-boarding programs based on an integrated perspective, not only formal corporate activities but also preparing managers and coworkers to host effectively new employees. Strong association with work outcomes enables a better understanding on how onboard can contribute to an engaged and retained workforce.

Person-organisation fit and turnover intention: the mediating role of work engagement

Purpose

The purpose of this paper is twofold. First, it examines the impact of person-organisation fit (P-O fit) on work engagement (WE) and the impact of WE on turnover intention. Second, it examines the mediating role of WE between P-O fit and turnover intention.

Design/methodology/approach

A cross-sectional online survey design was used to collect data through snowball sampling procedure. In total, 422 oil and gas (O&G) professionals participated in this study. In total, 13 incomplete samples were excluded during initial screening. As a result, 409 samples were used for final data analysis. The partial least squares-structural equation modelling, using SmartPLS3.0, was performed to test the hypothesised model.

Findings

The results of the study revealed strong ties between P-O fit, WE, and turnover intention. Specifically, P-O fit was found to be a strong predictor of WE and WE is negatively related to employees’ turnover intention. Further, WE mediated the relationship between P-O fit and turnover intention.

Practical implications

The findings of this study suggest that O&G organisations must pay greater attention to P-O fit to increase employees’ level of engagement and decrease voluntary turnover rate. Overall, the findings provide pragmatic insights for human resource management practitioners and the relevant stakeholders.

Originality/value

To date, little attention has been devoted to understanding the mediating role of WE between P-O fit and turnover intention. The present study addresses this gap in the literature.

Person–Environment Fit: A Review of Its Basic Tenets

This review addresses the three basic principles of person–environment fit theory: (a) The person and the environment together predict human behavior better than each of them does separately; (b) outcomes are most optimal when personal attributes (e.g., needs, values) and environmental attributes (e.g., supplies, values) are compatible, irrespective of whether these attributes are rated as low, medium, or high; and (c) the direction of misfit between the person and the environment does not matter. My review of person–job and person–organization fit research that used polynomial regression to establish fit effects provides mixed support for the explanatory power of fit. Individuals report most optimal outcomes when there is fit on attributes they rate as highest, and they report lowest outcomes when the environment offers less than they need or desire. Linking these findings to individuals' abilities and opportunities to adapt, I reconsider fit theory and outline options for future research and practice.

A study of the relationship between person-organization fit and employee creativity

Purpose

– Like all other human behaviors, creativity must be examined by considering both personal and situational influences. “Person-organization fit” (POF) provides a suitable theoretical perspective to investigate the congruence between persons and organizations in the domain of creativity. However, few studies have examined the effects of POF on creative behavior. Although the majority of these studies have identified a positive relationship between POF and creativity, it is suggested that congruent individuals are less likely to be inventive. The current study will examine the positive relationship between POF and employees' self-rated creativity in the Turkish context. The paper aims to discuss these issues.

Design/methodology/approach

– Subjective POF measures and a creativity measure were adapted for this research, and multiple regression was used to calculate whether and how POF relates to creativity.

Findings

– Two important conclusions were found from the analyses. One of these significant interaction effects was found on employee creativity. And the second is congruence between personal values and current organizational values would effect employee creativity positively. Detailed findings and contributions have been discussed.

Research limitations/implications

– Although providing an important contribution to POF and creativity literature, this study had some limitations. In this study, self-rating method has been used to measure employee creativity. However, supervisor rating is the most common way in field studies and gives more objective results than self-rating method.

Practical implications

– The findings provide valuable information for human resource practitioner about the importance of situational factors as far as personal characteristics for enhancing creative behavior in organizations.

Originality/value

– As far as it is known, there are few studies to examine the relationship between POF and creativity empirically. The majority of these researches examined the complementary fit (demand-abilities, need-supply, value-supply fit). On the other hand, this study specially has focused on supplementary fit (POF), rather than complementary fit and examined its relationship with employee creativity by considering a wide set of values in the Turkish context.

Graduate nurses' perceptions of mismatches between themselves and their jobs and association with intent to leave employment: a longitudinal survey

BACKGROUND

Graduate nurses experience mismatches between themselves and their jobs. One of these is the demands-abilities misfit, which is a mismatch between the abilities of employees and those required by a job (demands). Another is the supplies-needs misfit, which occurs when employees' work-specific needs are not fulfilled by opportunities (called environmental supplies) work can supply to reinforce them.

OBJECTIVES

The aim of this study was to investigate how graduate nurses' perceptions of the demands-abilities and supplies-needs misfits changed over time, and to examine how these misfits impact their intention to leave the jobs.

DESIGN

A longitudinal study design was used.

SETTING

Five hospitals in the western region of Japan cooperated in the study.

PARTICIPANTS

A total of 176 graduate nurses participated in the study one or more times. From among them, 150, 109, 102, and 96 graduates participated in the study conducted in the 3rd, 6th, 9th, and 12th months of the employment, respectively. In addition, 62 graduates participated in all studies.

METHODS

Surveys were distributed to the graduates 3, 6, 9 and 12 months after their employment commenced. The results were analysed using multiple regression analysis.

RESULTS

The results showed that the graduates perceived both demands-abilities and supplies-needs misfits, although the degree of the demands-abilities misfit became smaller towards the end of the graduate year. As for the impact on graduates' turnover intention, the graduates' abilities and their perception of the environmental supplies served as more significant predictors of their turnover intention, rather than the misfits per se. The variances of turnover intention explained by the supplies-needs variables were greater than those explained by the demands-abilities variables from the third to ninth months into the employment. On the other hand, the variance explained by the demands-abilities variables increased towards the end of the year, and finally exceeded that of the supplies-needs variables.

CONCLUSIONS

The graduates' turnover intention is complex, and may not be explained by simple demands-abilities and supplies-needs misfits. Different factors influence their turnover intention at different times to different degrees.

The structural relationships between organizational commitment, global job satisfaction, developmental experiences, work values, organizational support, and person-organization fit among nursing faculty

GUTIERAIM: The aim of this correlational study was to examine the relations between organizational commitment, perceived organizational support, work values, person-organization fit, developmental experiences, and global job satisfaction among nursing faculty.

BACKGROUND

The global nursing shortage is well documented. At least 57 countries have reported critical shortages. The lack of faculty is finally being recognized as a major issue directly influencing the ability to admit and graduate adequate numbers of nurses. As efforts increase to both recruit and retain faculty, the concept of organizational commitment and what it means to them is important to consider.

DESIGN

A cross-sectional correlational design was used.

METHODS

The present study investigated the underlying structure of various organizational factors using structural equation modelling. Data were collected from a stratified random sample of nurse faculty during the academic year 2006-2007.

RESULTS

The final model demonstrated that perceived organizational support, developmental experiences, person-organization fit, and global job satisfaction positively predicted nurse faculty's organizational commitment to the academic organization. Cross-validation results indicated that the final full SEM is valid and reliable.

CONCLUSIONS

Nursing faculty administrators able to use mentoring skills are well equipped to build positive relationships with nursing faculty, which in turn, can lead to increased organizational commitment, productivity, job satisfaction, and perceived organizational support, among others.