Linking Person-Job Fit, Person-Organization Fit, Employee Engagement and Turnover Intention: A Three-Step Conceptual Model

Abstract

Past studies revealed that the existence of congruence between employees and their job as well as organisation produces more favourable attitudes and behaviours. Although considerable research has been conducted on the person-job (P-J) fit and person-organization (P-O) fit, an in depth review of the literature identifies several research gaps. First, studies have largely focused on examining P-J fit and P-O fit separately. In addition, the relationship of P-J fit and P-O fit, and employee engagement has been less discussed. Lastly, most often studies investigated how antecedents predict outcomes but minimal effort has been made to explore the consequences of these outcomes. This paper makes a twofold contribution. First, it conceptually integrates both P-O fit and P-J fit into a single model. Second, the paper proposes a three-step model that theoretically links P-J fit and P-O fit (antecedents) to employee engagement (outcome) and turnover intention (consequence). The addition of a third-step would support the evaluation of the outcomes (in terms of the consequences of the overall model) and extend the overall scope of the framework. Social exchange theory, Lewin's field theory, multidimensional model of employee engagement and self-concept-job fit theory are adopted in developing the theoretical linkages among the constructs. Recommendations for future studies are proposed.

Person-Job Fit and Employee Engagement in Edo State Secretariat, Benin City

“…Hollenbeck (1989); Manson and Carr (2011); Hamid and Yahya (2016); Sulistiowati et al (2018) found that person-job fit has a positive relationship with employee engagement. The finding also support the views of Memon et al (2015) that individuals who are fit with their job will feel confident with the work they do, more confidently with their roles in the job and tend to be engaged with their job. Also, based on the results of regression analysis, person-job fit has significantly explained 63.1% of variation in employee engagement in Edo state secretariat, Benin City.…”

“…Increased productivity, job satisfaction, job commitment, job engagement and reduced turnover intention becomes apparent as the congruence between an individual and a job increases [Iplik et al, 2011]. Individuals who are fit with their job will feel confident with the work they do, more confidently with their roles in the job and tend to be engaged with their job [Saks & Gruman, 2011;Memon et al, 2015]. In their study, Hamid and Yahya (2016) found that there is a strong and significant relationship between person-job fit and work engagement.…”

“…It is important to note that both practitioners and academicians believe that human capital is the most valuable asset to an organization, the retention of high skilled talent has always been one of the major challenges [Boswell et al, 2008]. It has been noted that high voluntary turnover hinders the strategies objectives of organizations and becomes a severe threat to their competitive advantage [Memon et al, 2015]. Undeniably, the lost of high skilled or talented employees not only creates financial constraints [Jutidi et al, 2013], it also affects the productivity of the organization and low employees' morale [Johnson, 1995].…”

“…In a nutshell, it may be possible that selected individuals do not fit in with the organization's environment, and finally, decide to leave that organization for a better fit. Empirical evidence indicates that the existence of fit produces more favourable attitudesexperience, greater well-being and better performance [Kristof-Brown et al, 2005;Jansen & Kristof-Brown, 2006;Manson & Carr, 2011;Memon et al, 2015]. The literature often indicated two different forms of fit, such as person-job fit and person-organization fit.…”

Les bottines suivent-elles les babines? Validation d’un modèle de congruence pour expliquer la santé, la satisfaction et la performance au travail

“…Certes, certains chercheurs ont tenté d'évaluer, dans une même recherche, les relations dyadiques entre la congruence P-O et P-J (p. ex., Chang, Chi et Chuang, 2010;Ali Memon et al, 2015), ces deux dernières dimensions étant certainement les plus étudiés selon Oh et al (2014). Par contre, aucune recherche ne semble avoir exploré à la fois les relations triadiques d'un modèle de congruence, c'est-à-dire entre l'employé, l'organisation et le superviseur (voir Personne-Organisation-Superviseur) et les relations triadiques d'un modèle de congruence entre l'employé, l'emploi et le superviseur (voir Personne-« Job »-Superviseur).…”