Perceptions of HR practices, person–organisation fit, and affective commitment: The moderating role of career stage

Abstract

In a three‐wave survey study among 487 Dutch university employees, we examined how and when employees' perceptions of high‐performance work practices (HPWP) affect employee affective commitment. We proposed that perceived person–organisation (PO) fit mediates this relationship and that the relationships among perceptions of HPWP, perceived PO fit, and affective commitment differ across career stages. Our results confirm that perceptions of HPWP enhance PO fit perceptions and, in turn, strengthen affective commitment. Moreover, the relationship between perceptions of HPWP and perceived PO fit is only significant among employees in the advancement stage of their careers; however, direct comparison across different career stages reveals no significant differences in the HPWP–PO fit relationship. Furthermore, career stage partly moderates the relationship between PO fit and affective commitment, which is only significant among employees in the maintenance career stage. These findings have important implications for the literature on strategic Human Resource Management and PO fit.

Work-life balance practices and turnover intention: The mediating role of person-organization fit

“…Besides, new recruits with similar values to those of an organization are more satisfied with the job and more likely to stay with the organization longer (Chatman, 1991). More recent studies have further substantiated the benefits of high of level of POF for employees performance (Hamstra et al, 2018), organization commitment (Kooij and Boon, 2018), job satisfaction (Jin et al, 2018), and strengthening the membership of the employees with the organization (Boon and Biron, 2016). Finally, the attrition stage of the ASA model suggests that employees who do not fit the organisations are more likely to think of leaving the job.…”

“…A number of studies have shown that organizational practices such as training and development opportunities (Boon et al, 2011;Luu, 2018) selection and socialization (Chatman, 1991) and human resources management practices (Mostafa and Gould-Williams, 2014) are the means through which organization can align its norms and values with employees. Furthermore, prior research has demonstrated that employees' positive perception of human resource management practices enhances the fit between person and organization (Boon et al, 2011;Kooij and Boon, 2018). However, in general, these studies have not taken into account academic's perception of WLBP and how it affects their fit with the organization.…”

“…Recently, Person-Organization Fit (POF) has received considerable attention as a mediating variable between different concepts. For example, researchers have found that POF mediated the relationship among employees attitude, behaviour and their respective antecedents such as human resource management practices (Kooij and Boon, 2018) and person-vocation fit (Vogel and Feldman, 2009). However, to the best of researchers' knowledge, so far none of the studies have investigated the mediating role of POF between WLBP and intention to quit the job.…”

The generational “exchange” rate: How generations convert career development satisfaction into organisational commitment or neglect of work

“…Super's () Career Development Model identifies three career stages—establishment, advancement, and maintenance. Total tenure with an organisation is often used as an objective measure of career stage (Demerouti, Peeters, & van der Heijden, ; Kooij & Boon, ; Lam, Ng, & Feldman, ). Consistent with Conway () and Kooij and Boon (), we define the establishment career stage as organisational tenure of ≤2 years, the advancement stage as organisational tenure of 2–10 years, and the maintenance stage as organisational tenure of >10 years.…”

‘It’s not all it’s cracked up to be’: Narratives of promotions in elite professional careers

“…Informed by a resourcebased view (Boxall, 1996) and human capital theory (Becker, 1964), of primary concern is how promotions can be designed most effectively to "identify and control the mobility of individuals through an organization" (Ferris et al, 1992:47), This perspective is generally taken by human resource management (HRM) scholars who see promotions as part of a strategic toolkit that managers use to create firm-specific human capital (Ployhart, Van Iddekinge, & MacKenzie, 2011) and to enable sustained organizational performance (Campbell, Coff, & Kryscynski, 2012). Frequently, the primary objective is to create a fit between organizations and individuals (Kooij & Boon, 2018;Takeuchi, Lepak, & Swart, 2011) by matching individual career aspirations to organizational aims (Inkson & King, 2011). This is based on the assumption that promotion systems reflect an objective and rational reality.…”