Needs–supplies fit and behavioral outcomes: The mediating role of organizational identification

Abstract

While it is well known that person–organization fit is an important antecedent of behavioral outcomes, little is known about needs–supplies fit in this relationship. In this way, we first want to extend our knowledge about defining and assessing work-related needs derived from employment quality indicators as the basis for needs–supplies fit. Second, following the Cognitive and Affective Personality System theory, we test the mediating role of organizational identification to better understand how needs–supplies fit is related to task performance and organizational citizenship behaviors. Data were collected in two companies: sample 1 (N=525) and sample 2 (N=525). Results show (a) that a specific needs–supplies fit perception (i.e., based on 12 work-related needs derived from employment quality indicators) is positively related to a global needs–supplies fit perception (i.e., based on an overall job perception), suggesting that needs–supplies fit may be a multidimensional concept and (b) the full mediating role of organizational identification in the relationship between needs–supplies fit and performance measures.

Do We Have a Match? Assessing the Role of Community in Coworking Spaces Based on a Person-Environment Fit Framework

“…Other studies suggest that global NS fit perceptions are derived from fit perceptions on the domain level. For instance, Travaglianti et al ( 2017 ) propose a model, in which the effect of domain-level NS fit on behavioral outcomes is mediated by global NS fit. They use information integration theory (Anderson, 1962 ) as an explanatory framework.…”

The role of temporal flexibility on person–environment fit and job satisfaction

“…As such, our findings offer support for Edwards and Shipp’s (2007) proposal that supplementary fit and demands–abilities fit are important for perceptions of needs–supplies fit, which is highly related with job satisfaction. Recently Yu (2016) and Travaglianti, Babic, Pepermans, and Hansez (2016) were also found similar results showing significant relationship between types of P–E fit and employee attitudes. The results are all valuable as we gain practical understanding of how different types of fit can be used to support or improve job-related employee attitudes.…”

Behavioral approach to quality: An empirical study in Slovak SMEs

“…Based on the theoretical foundations and previously conducted empirical studies related to this matter (Benčiková et al, 2019;Cassar et al, 2014;Malhi, 2013;Miller et al, 2017;Travaglianti et al, 2017;Tsao et al, 2015), the following hypotheses were formulated: H1: Within the profile of a Slovak SME employee, development of cognitive and affective components has an impact on the development of this employee's behavioral component with regard to building quality culture that focuses on behavioral approach to quality. H2: The cognitive component is the strongest within the profile of Slovak employees with regard to building quality culture that focuses on behavioral approach to quality.…”

“…It affects behaviors within an enterprise, as well as behaviors of the enterprise toward the environment it operates in (Nenadál et al, 2018). Based on the analysis of various researches (Avey et al, 2018;Benčiková et al, 2019;Hurt & Welbourne, 2018;Levinthal, 2018;Park et al, 2013;Travaglianti et al, 2017;Zhang & Li, 2005), three main components of employee profile in quality culture were determined (Figure 1): (1) the cognitive component relating to knowledge of an employee concerning their work with regard to quality in the enterprises; (2) the affective component expressing the perception of the employee of themselves, e.g., their self-evaluation; (3) and the behavioral component relating to a tendency to act in a way that is appropriate to knowledge and self-evaluation. Simply said: I know, I feel, I have tried.…”

“…The art of a good manager lies in linking the personal goals of the employees with the goals of the enterprise in such way that employees achieve high personal satisfaction while fulfilling their work duties (Nenadál et al, 2018). If employees identify with the quality goals of their enterprise which directly influence the delegation of responsibilities and authority, the cognitive and affective components are activated, which results in a change in their behavior (their behavioral component) (Travaglianti et al, 2017). This is only possible as a result of correct understanding of building quality culture by the employees of an enterprise (cognitive component).…”