Person–organization fit and employee outcomes: test of a social exchange model

A Cultural Analysis of Employees' Work Values and Their Consequences for Work-Related Outcomes: The Case of China

“…These results are in line with Locke's (1969) job satisfaction theory, which asserts that an employee's favorable perception based on comparison between desired expectations and true experience on the job will bring about positive emotion like job satisfaction. Further, considerable research has suggested that employees with a high degree of P-O fit derived from met expectations in regard to needs-supplies fulfillment tend to express greater organizational commitment (Edwards & Shipp, 2007;Saks & Ashforth, 1997;Kim, et al, 2013). Many studies have also reported that P-O fit is negatively related to turnover propensity among employees, making them less likely to quit (Edwards & Shipp, 2007;Kristof-Brown et al, 2005;Moynihan & Pandey, 2007;Verquer et al, 2003;).…”

“…Recently, however, scholars have increasingly emphasized the need for research to move beyond merely establishing the simplistic associations between P-O fit and its work correlates (e.g., Edwards & Cable, 2009;Lee & Antonakis, 2014;Liu, Liu & Hu, 2010;Resick, Baltes & Shantz, 2007). Indeed, there are both theoretical reasons and empirical evidences to believe that the relationships between P-O fit and work outcomes may be more complex than previously thought; for example, a few studies have begun to argue that the influence of P-O fit on employees' workrelated outcomes may not be uniform for all situations, and may be contingent upon the quality of personal relationships that a focal employee develops with exchange parties through social interactions within organizations (Erdogan et al, 2004;Kim et al, 2013).…”

“…Only recently, some researchers have begun to integrate social exchange perspective into the research on P-O fit with some promising results (e.g., Erdogan et al, 2004;Kim et al, 2013). However, more research effort should be invested in this emerging area, as knowledge thus created may enable us to gain a more complete view of the process underlying the effects of P-O fit on work outcomes.…”

“…Despite the tremendous strides made by organizational scholars to advance our understanding of the positive linkages between employees' perceived P-O fit and its correlates, out collective knowledge is still limited as to the processes whereby an employee's perceived P-O fit is linked to work outcomes. Specifically, a number of scholars have called for more empirical efforts to be focused on exploring the boundary conditions that can impact the relationship between P-O fit and outcome variables (Kim, Aryee, Loi & Kim, 2013;Cable & DeRue, 2002;Edwards, 2008; valued (Wong & Yuen, 2012). Therefore, studying in the China context would allow us to gain a more fine-grained and nuanced understanding toward theorizing work values and generations.…”

“…For example, drawing on social exchange theory, the recent empirical study by Kim et al (2013) has demonstrated that the indirect effect of P-O fit on both job satisfaction and affective organizational commitment is mediated by the perceived POS quality. As for the third central work outcome, turnover intention, to the best of my knowledge, no study has ever integrated POS into the P-O fit process in the context of employee turnover intention.…”