Person–environment fit.

Kristof‐Brown, Amy L.; Guay, Russell P.

doi:10.1037/12171-001

Cited by 331 publications

(418 citation statements)

References 261 publications

(546 reference statements)

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“…Despite the many studies on P-E fit, scholars have mostly focused on the outcomes but not on the antecedents of fit, although several theoretical accounts have been made on development of fit, including the attractionselection-attrition model, socialization, and interpersonal interactions (Kristof-Brown & Guay, 2011). In the present study, we isolate the positive affect shared among members as a potential predictor of group-level fit.…”

mentioning

confidence: 88%

Effects of Group-Level Fit on Group Conflict and Performance

Seong

Choi

2014

Group & Organization Management

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Departing from the prevailing focus of the person-environment (P-E) fit literature on individual-level outcomes, we apply the fit concept to the group level and develop a theoretical framework that elaborates the nomological network involving group-level goal fit and ability fit. Specifically, we propose that the positive affect exhibited by leaders and members is a predictor of group-level goal fit and ability fit. We expect two types of group-level fit to predict group performance by shaping intermediate interactive dynamics among members, such as task and relationship conflict. Our analyses based on 96 work teams with 898 members provide empirical support for most of our hypotheses. Of the two group-level fit constructs, only group-level goal fit exerts a significant effect on group performance, which is completely mediated by task and relationship conflict. These theoretical and empirical developments highlight the potential and benefit of the group-level application of the P-E fit theory.

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confidence: 88%

Effects of Group-Level Fit on Group Conflict and Performance

Seong

Choi

2014

Group & Organization Management

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“…The Distinctiveness measure was adapted from the 4-items used by Griepentrog et al (2012), who found this scale to indicate adequate reliability (α = .75) and also demonstrate a positive relationship with group identification. Perceived fit was measured with the 3-item measure developed by Cable and DeRue (2002), which is one of the most common fit measures and generally indicates high reliability scores (Kristof-Brown & Guay, 2011). Each item was measured on a 7-point Likert-type scale.…”

Section: Methodology Sample and Measuresmentioning

confidence: 99%

Fandom in the Workplace: Multi-Target Identification in Professional Team Sports

Swanson

Kent

2015

Journal of Sport Management

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Team identification has been researched extensively from the perspective of the consumer. The current study proposes that employees working in professional sport may also be fans of their respective teams, and provides insight on the role of team identification in the workplace environment. Over 1100 business operations employees from the top profession sports leagues in North America participated, and results indicate that dual targets of identification exist simultaneously in this setting. Strong support is provided for the discriminant validity between organizational and team identification. Beyond the more established effects of organizational identification, the results provide evidence that team identification independently predicts key outcomes such as commitment, satisfaction, and motivation. The results add to the literature by introducing the concept of a sports team as an additional target of identification in the organizational context. 1 Fandom in the Workplace: Multi-Target Identification in Professional Team SportsThe concept of identifying with a collective of individuals has been widely researched in mainstream management literature. In particular, assessing the degree to which employees identify with their respective organizations has been studied for nearly three decades, with organizational identification now positioned as a key organizational construct (Ashforth, Harrison, & Corley, 2008;Riketta, 2005). An increasingly interesting aspect of organizational identification is that individuals are capable of simultaneously identifying with multiple entities of their organizational environment such as workgroups, departments, and committees, in addition to the organization as a whole (e.g., Ashforth & Johnson, 2001). These facets of an organization are referred to as "targets" or "foci", and as Ashforth et al. (2008, p. 347) suggest, "a person may be a member of an occupation, department, task force, lunch group, and so on, each of which has its own, more or less distinct identity." Distinguishing amongst these foci of identification has yielded interesting findings with respect to a variety of important work-related attitudes, and there are recommendations for more research accounting for such circumstances (e.g., Ashforth et al., 2008). It is proposed here that the team sport environment offers a rich opportunity to dissect the construct of identification for the purposes of empirically investigating the efficacy of team employees who are also fans of said team.Despite the proliferation of this research in a variety of organizational settings, there has been little to no attention paid to identification in relation to sport organizations. While the concept of identification has indeed had a major presence in the sport management literature, it has almost exclusively been studied from the consumer perspective in the form of a fan's psychological connection to a team (e.g., Wann & Branscombe, 1990). As first suggested by Todd and Kent (2009), it is thought that employees within sport may...

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“…The consideration concerning the person-environment being well matched is based on a tradition about interaction in the field of psychology declaring that individuals' behavior is a function of their characteristics and the environment where they do their activities [13]. The person-environment relation becomes compatible when individuals' perception is well matched with the characteristics of the work environments are desired [14]. Person-environment naturally influence to each other of being reciprocally [15] [12].…”

Section: Introductionmentioning

confidence: 99%

How Project Based Learning Boost Learning Environment

Pujiriyanto¹,

Haryanto²,

Mulyoto³

et al. 2017

Proceedings of the 1st Yogyakarta International Conference on Educational Management/Administration and Pedagogy (YICEMAP 2017)

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Abstract-Environment is one of the contributing factors to develop creativity. This study aimed to investigate the performance of the project-based learning (PBL) model designed to develop creative learning environments according to the students' perceptions. The method employed for the study is quasi experimental using one group pretest posttest design inlvolved 42 students of an entrepreneurship class. A scale was developed to measure the students' perceptions of learning environment after the treatment. We also observed the students' activities and responses during the project implementation. Paired sample t-test used to analyze the difference between two sets of observation. The result showed that there is significant difference between the two sets of observation. Students' responses indicated that PBL was capable to develop supporting learning environment that it is useful for creativity development.

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Person–environment fit.

Cited by 331 publications

References 261 publications

Effects of Group-Level Fit on Group Conflict and Performance

Effects of Group-Level Fit on Group Conflict and Performance

Fandom in the Workplace: Multi-Target Identification in Professional Team Sports

How Project Based Learning Boost Learning Environment

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