Although the literature on PE fit has proliferated, PE misfit or misfit has been relatively ignored (Cooper-Thomas & Wright, 2013). The dynamics of the contemporary business environment has witnessed an increase in the prevalence of misfits in the workplace (Vogel, Rodell, & Lynch, 2016). These misfits have proved to be a challenge for many organisations. In general terms, misfit denotes a lack of fit in which the characteristics of Orientation: Although the literature on person-environment fit has burgeoned, misfit has been relatively overlooked. The 21st-century business environment has seen an increase in the number of employee misfits in the workplace, and this has proved a challenge to many organisations. It is uncertain how misfit impacts on employees and organisations experiencing this phenomenon. Research purpose:The purpose of this study was to broaden the current misfit research boundaries by exploring the consequences of misfit as experienced by individuals at work.Motivation for the study: There exist several under-researched areas in the misfit terrain. One such is the effect of misfit in the workplace. This study aimed to fill this void.Research approach, design and method: A qualitative constructivist grounded theory approach was adopted. Using purposive and snowball sampling, 40 employee misfits participated in face-to-face, semi-structured, in-depth interviews. Interviews were transcribed verbatim and data analysed by using four steps prescribed by grounded theory researchers. Main findings:Results highlight two themes that epitomise the consequences of misfit:(1) causing negative reactions in individual employees and (2) producing organisationally directed detrimental outcomes. Practical/managerial implications:The study provides managers with a more profound understanding of the adverse consequences of misfit in the workplace and this will assist them in dealing more effectively with misfits. Contributions/value added:This research contributes to the literature in two ways: (1) it contributes to the theory of misfit by adding to the conception that misfit is a qualitatively different construct to that of low fit or the absence of fit, and (2) our approach sheds light on the multifaceted and intricate construct of misfit and its consequences.
Background: The effects of person–organisation (P–O) fit on key work outcomes has been the subject of a plethora of research in the last few decades. However, scant attention has been given to exploring the antecedents of P–O fit in the workplace. This study addressed this gap in the literature.Aim: The aims of the study were to determine if there was a relationship between procedural justice and P–O fit, and whether organisational trust could be considered a potential mediating variable in this relationship.Setting: The research was conducted among permanent employees representing a range of businesses in KwaZulu-Natal.Methods: In order to address the study objectives, a quantitative survey and cross-sectional design were used. Data were collected from a convenience sample of 118 permanent employees who were registered for degrees in commerce and business administration and attended part-time classes at a university in the province of KwaZulu-Natal.Results: The results of the statistical analysis revealed a significant and positive association between procedural justice and employees’ perceived P–O fit. Organisational trust was found to partially mediate this relationship.Conclusion: The results make a significant contribution to P–O fit theory and the management of P–O fit in the workplace.
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