A meta-analysis of relations between person–organization fit and work attitudes

Verquer, Michelle Lynn; Beehr, Terry A.; Wagner, Stephen H.

doi:10.1016/s0001-8791(02)00036-2

Cited by 871 publications

(889 citation statements)

References 44 publications

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“…Our findings suggest that organizations and leaders alike should address both value orientations to portray a more complex picture that employees can use to assess where they stand and potentially bond more strongly than they would on the basis of ideal values alone (Kristof 1996;Kristof-Brown et al 2005;Meglino and Ravlin 1998;Verquer et al 2003). Naturally, there is the possibility that followers share the organization's assessment of ideal values but not the organization's assessment of counter-ideal values.…”

Section: Practical Implicationsmentioning

confidence: 87%

Two Independent Value Orientations: Ideal and Counter-Ideal Leader Values and Their Impact on Followers’ Respect for and Identification with Their Leaders

2011

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Traditionally, conceptualizations of human values are based on the assumption that individuals possess a single integrated value system comprising those values that people are attracted by and strive for. Recently, however, van Quaquebeke et al. (in J Bus Ethics 93:293-305, 2010) proposed that a value system might consist of two largely independent value orientations-an orientation of ideal values and an orientation of counter-ideal values (values that individuals are repelled by), and that both orientations exhibit antithetic effects on people's responses to the social world. Following a call for further research on this distinction, we conducted two studies to assess the independent effects of ideal and counter-ideal values in leadership settings. Study 1 (N = 131) finds both value orientations to explain unique variance in followers' vertical respect for their leaders. Study 2 (N = 136) confirms these results and additionally shows an analogous effect for followers' identification with their leaders. Most importantly, we find that both value orientations exhibit their effects only independently when the content of the two orientations pertain to different value types in Schwartz's (in J Soc Issues 50:19-46, 1994) circumplex model. Implications for theory and practice are discussed.

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Section: Practical Implicationsmentioning

confidence: 87%

Two Independent Value Orientations: Ideal and Counter-Ideal Leader Values and Their Impact on Followers’ Respect for and Identification with Their Leaders

2011

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“…A second antecedent, perceived organizational support (support in the organizational environment), also was strongly related to organizational commitment ( p = .67), as shown by Rhoades and Eisenberger (2002) in their metaanalysis (k = 73, N = 13,719). Person-organization fit has also been shown in a meta-analysis to be an antecedent of organizational commitment (Verquer et al, 2003;p = .31). An additional antecedent, hindrance stressors (i.e., role ambiguity, organization politics, and job security concerns), was identified in Podsakoff, LePine, and LePine's (2007) metaanalyses.…”

Section: Organizational Commitmentmentioning

confidence: 90%

“…Person-organization fit has also been shown to be an antecedent of job satisfaction. Verquer, Beehr, and Wagner (2003), in their metaanalysis ( k = 21), reported an effect size of p = .28.…”

Section: Job Satisfactionmentioning

confidence: 95%

Worklife Across the Lifespan

Larson¹

2011

Oxford Handbooks Online

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An extensive literature search across the spectrum of vocational psychology was conducted using the time frame of 1991-2008 and resulted in 47 quantitative reviews (i.e., meta-analyses). First, theories of vocational psychology are presented including John Holland's ( 1997) and Rene Dawis and Loyd Lofquist's ( 1984;Dawis, 2005) theory of work adjustment person-environment fit (P-E fit) models; Lent, Brown, and Hackett ( 1994) social cognitive career theory; the social learning theory of John Krumboltz ( 1990); Donald Super's career construction theory (Super, 1992); and L. S. Gottfredson's ( 1999) circumscription theory. Next, vocational outcomes of young people (the development of interests, educational and occupational aspirations, educational achievement, and career choice) and wage-earning adults (job search, job entry, job performance, job satisfaction, career success, and mental health outcomes) are reviewed. The last two major sections concern diverse groups (women and racially and ethnically diverse groups) and individual differences (cognitive ability, personality, and interests) as predictors of vocational outcomes. AbstractAn extensive literature search across the spectrum of vocational psychology was conducted using the time frame of 1991-2008 and resulted in 47 quantitative reviews (i.e., meta-analyses). First, theories of vocational psychology are presented including John Holland's ( 1997) and Rene Dawis and Loyd Lofquist's ( 1984;Dawis, 2005) theory of work adjustment person-environment fit (P-E fit) models; Lent, Brown, and Hackett ( 1994) social cognitive career theory; the social learning theory of John Krumboltz ( 1990); Donald Super's career construction theory (Super, 1992); and L. S. Gottfredson's ( 1999) circumscription theory. Next, vocational outcomes of young people (the development of interests, educational and occupational aspirations, educational achievement, and career choice) and wage-earning adults (job search, job entry, job performance, job satisfaction, career success, and mental health outcomes) are reviewed. The last two major sections concern diverse groups (women and racially and ethnically diverse groups) and individual differences (cognitive ability, personality, and interests) as predictors of vocational outcomes.

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“…ASA (attraction-selection attrition) theory suggests that people are interested in specific companies and jobs that suit their interest and personalities (Schneider, 1987) which draw the relationship between job criteria and decision-making process for selection towards company attractiveness (Dineen et al, 2002;Ehrhart and Ziegert, 2005). Previous studies found out that innovative climate is not easy to maintain (Kristof-Brown et al, 2005;Scott and Bruce, 1994;Verquer et al, 2003;Wheeler et al, 2007). Holland (1976) proved that there is a similarity between career environments and the people that join them.…”

Section: Person-organization Fit (Pof) and Innovative Climatementioning

confidence: 99%

How an Innovative Climate can motivate an Entrepreneur

Shehhi

Ahmad

2017

Int. conf. adv. bus. manag. law

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This is a theoretical paper of a conceptual model whose primary aim is to test, how innovative climate, Perceived Net Desirability of Self Employment (NDSE), Tolerance for Risk (TR), and Perceived Feasibility (self-efficacy) of self-employment (SE), could affect self-employment intentions. The model also proposes how Psychological Climate Adjustment, Emotional stability, and Openness to experience, impacts perceptions of the innovative climate of organizations.

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A meta-analysis of relations between person–organization fit and work attitudes

Cited by 871 publications

References 44 publications

Two Independent Value Orientations: Ideal and Counter-Ideal Leader Values and Their Impact on Followers’ Respect for and Identification with Their Leaders

Two Independent Value Orientations: Ideal and Counter-Ideal Leader Values and Their Impact on Followers’ Respect for and Identification with Their Leaders

Worklife Across the Lifespan

How an Innovative Climate can motivate an Entrepreneur

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