Fitting in a group: Theoretical development and validation of the Multidimensional Perceived Person–Group Fit scale

Abstract

Despite the wide use of groups in organizations, research on individuals' experiences of fit in their work groups has lagged due to lack of conceptual clarity of person-group (PG) fit and inconsistent measurement. To rectify these issues, we present an integrative definition of PG fit, which incorporates social-and task-related elements of group work, as well as supplementary and complementary conceptualizations of fit. Using this definition, we develop the Multidimensional Perceived Person-Group Fit (MPPGF) scale and validate it through five phases, across six samples. In Phase 1, we identified dimensions and generated items using a mix of deductive and inductive approaches. In Phase 2, we validated items yielding seven dimensions (value congruence, shared interests, perceived demographic similarity, needs-supplies match, goal similarity, common workstyle, and complementary attributes). In Phase 3, we examined how the dimensions combine to form an aggregate (formative) PG fit construct. The MPPGF scale showed convergent and discriminant validity with relevant constructs in Phase 4.In Phase 5, the MPPGF exhibited criterion-related and incremental validity with attitudes and performance beyond existing PG fit scales. Finally, we report dimension-specific results, demonstrating that MPPGF could be used to study questions regarding overall PG fit perceptions, as well as more narrow dimension-specific questions.

The consequences of (not) seeing eye‐to‐eye about the past: The role of supervisor–team fit in past temporal focus for supervisors' leadership behavior

“…This prevalent-and rather negative-depiction of highly past-focused individuals notwithstanding, consideration of the leader-team fit literature (Cole et al, 2013;Gibson et al, 2009) suggests that the relationships between supervisors' past temporal focus and their leadership behaviors may be more complex and context-specific. Building on the broader fit literature (e.g., Li, Kristof-Brown, & Nielsen, 2019), this leader-team perspective acknowledges that the joint attitudes, preferences, and behaviors prevalent within a supervisor's team of subordinates may critically define the supervisor's social context at work (Carter & Mossholder, 2015;Hu & Judge, 2017). Hence, a supervisor's behaviors toward the team may hinge on the degree of incongruence (i.e., fit or misfit) between relevant supervisory characteristics, on the one hand, and the respective characteristics within a supervisor's team, on the other (Cole et al, 2013;Gibson et al, 2009).…”

Person–environment fit and medical professionals’ job satisfaction, turnover intention, and professional efficacy: A cross-sectional study in Shanghai

“…PG fit exists when one shares similar or complementary values as those of team members or a person has a work-related KSA [3]. Compared with PJ-fit research, there is little research on antecedents of PG fit, and how it affects the performance of the team to which an individual belongs [13,14].…”

Working While Liberal/Conservative: A Review of Political Ideology in Organizations

“…Political ideology held at the upper echelons of organizations is proposed to constrain or enable the influence of political ideology at lower levels, and vice versa (Hambrick & Wowak, 2019). Scholars might find it useful to apply P-O fit perspectives to political ideology, particularly assessments of value fit (Li, Kristof-Brown, & Nielsen, 2019; Seong, Kristof-Brown, Park, Hong, & Shin, 2015). While we know that cross-level alignment enhances implementation of leaders’ policies, such as more liberal organizational members supporting CSR (e.g., environmental and diversity-related initiatives) (Gupta, Briscoe et al, 2017), empirical research is still needed on how that political ideology alignment enhances the employees’ engagement and well-being (Hambrick & Wowak, 2019).…”