An Exploratory Examination of Person‐organization Fit: Organizational Goal Congruence

Abstract

Relationships between organization members’agreement on organizational goats and their attitudes and intentions regarding the organization were investigated in this study. A constituency approach was used to operationalize the organization into meaningful units as the basis for comparison between organizational members. Specifically, the congruence between hierarchical levels (supervisor‐subordinate) and within a level (member‐constituency) was examined. Both types of congruence were hypothesized to relate positively to job satisfaction and organizational commitment and negatively to intention to quit. The hypotheses were tested using data from 356 principals and 14,721 teachers, each rating the importance of goals for their school. The results confirmed the hypotheses regarding goal congruence among members of a constituency (teachers) and between hierarchical levels (principals and teachers), with member‐constituency congruence having the greater impact on teachers’attitudes and intention to quit.

The trade-off of servicing empowerment on employees’ service performance: examining the underlying motivation and workload mechanisms

“…Goal congruence, which exists when employees perceive that their work goals and values fit with the organization's goals and values, parallels the notion of person-organization fit (Vancouver and Schmitt 1991). If the service climate includes such congruence between employees and top management, the entire organization revolves around customer service, and employees should be aware of the importance of their role and act in the interest of the organization (Luria et al 2009).…”

Leaving Behind What We are Not: Applying a Systems Thinking Perspective to Present Unlearning as an Enabler for Finding the Best Version of the Self

“…While a goal specifies a concrete end state, which in turn is dependent on expectations, etc., and thus, is hindering for this kind of unlearning, we must have an intention to drop familiar and proven routines and practices, and to embrace states of disequilibrium in order to search for the best version of the self. An intention provides motivation to search and find something but it does not specify what this something is for this will be only known once the unlearning process has been finished and a new learning process initiated (Setiya 2015;Vancouver and Schmitt 1991). The intention, i.e.…”

Birey-Örgüt Uyumunun İş Doyumu ve Örgüte Bağlılık Üzerine Etkisi

“…• Prososyal davranışa (O_Reilly ve Chatman, 1986;Posner, 1992), 143 İş,Güç Endüstri İlişkileri ve İnsan Kaynakları Dergisi / Is,Guc The Journal of Industrial Relations and Human Resources Ocak/January 2015, Cilt/Vol: 17, Sayı/Num: 1, Sayfa/Page: 141-160 ISSN: 2148-9874, DOI: 10.4026/1303-2860 • İş tatminine ve örgütsel bağlılığa (Boxx, vd., 1991;Bretz ve Judge, 1994;Chatman, 1991;O_Reilly vd., 1991;Posner vd., 1985;Tziner, 1987;Vancouver ve Schmitt, 1991;Muthusamy, 2009;Guan vd., 2011;Brown vd., 2005).…”

“…• İşten ayrılma eğilimine (Bretz ve Judge, 1994;Chatman, 1991;O_Reilly vd., 1991;Vancouver, ve Schmitt, 1991;Muthusamy, 2009;Wheeler vd., 2007),…”