Selection for Fit

Abstract

We review person-organization fit theory and research on selection and recruitment, and also highlight practical recommendations. The article is framed around explaining how and why people who are well matched to their organization experience optimal psychological reactions and performance. We address five key challenges to person-organization fit research and provide a brief overview of the critical distinction between “fitting in” decisions linked to the attraction-selection-attrition (ASA) model and day-to-day forces linked to “doing well” at work. Additionally, we organize the “fit on” domain into a parsimonious set of fundamental motivational constructs, highlighting a taxonomic perspective that broadly captures the “fit on” purposeful work goals (e.g., achievement, autonomy, communion, and status; Barrick et al. 2013 ) to enhance our understanding as to the nature of the joint nonlinear person-organization effects. We conclude by reviewing research findings using this organizing framework to systematically build knowledge to advance theory, concluding with practical implications for best management practices.

Employee-Organization Fit and Voluntary Green Behavior: A Cross-Level Model Examining the Role of Perceived Insider Status and Green Organizational Climate

“…Person-environment fit theory is one of the most compelling frameworks in the field of organizational psychology, and it serves as a critical conceptual foundation for understanding optimal behaviors at work [39,40]. In general, person-environment fit refers to "the degree of match between the values, norms, and other attributes held by both the person and the environment" ( [41], p. 172). Person-environment fit theory includes three main principles.…”

“…Existing research has suggested that employees who perceive fit with their organizations often feel belonged and committed [44,45]. Moreover, value congruence depicts a high relationship quality between employees and the organization, which allows employees to see themselves as insiders [41,46]. These inherent commonalities of employee-organization fit and perceived insider status suggest a positive association between them.…”

“…In this regard, managers should take measures to identify and hire those applicants who fit better with the organization's values and practices. For example, they can purposefully guide applicants to express their values and personalities during job interviews, based on which they can choose the most suitable applicants for the organization [41].…”

The effects of CEO activism on employees person‐organization ideological misfit: A conceptual model and research agenda

“…For an employee, complementary fit is high when the organization is able to consistently offer external resources that fill gaps in his or her existing repertoire of resources (Bundy et al, 2018). Barrick and Parks‐Leduc (2019) pinpointed that most employees have a strong need to achieve purposeful work goals which are broadly categorized as status, achievement, autonomy, and communion. The fulfillment of these employee needs by the organization is often evidenced via external manifestations.…”

Predictive Validity of Interviewer Post-interview Notes on Candidates’ Job Outcomes: Evidence Using Text Data From a Leading Chinese IT Company

“…Apart from the interview structure, the Person-Job (PJ) fit theory suggests that finding the match between the job candidate’s attributes and the job requirements is the cornerstone of a successful selection ( Barrick and Parks-Leduc, 2019 ). Hu et al (2016) show that supervisors’ Person-Organization fit perceptions are positively related to new hires’ performance for executives in a Fortune 500 company.…”