Temporal issues in person–organization fit, person–job fit and turnover: The role of leader–member exchange

Abstract

Person–environment fit has been found to have significant implications for employee attitudes and behaviors. Most research to date has approached person–environment fit as a static phenomenon, and without examining how different types of person–environment fit may affect each other. In particular, little is known about the conditions under which fit with one aspect of the environment influences another aspect, as well as subsequent behavior. To address this gap we examine the role of leader–member exchange in the relationship between two types of person–environment fit over time: person–organization and person–job fit, and subsequent turnover. Using data from two waves (T1 and T2, respectively) and turnover data collected two years later (T3) from a sample of 160 employees working in an elderly care organization in the Netherlands, we find that person–organization fit at T1 is positively associated with person–job fit at T2, but only for employees in high-quality leader–member exchange relationships. Higher needs–supplies fit at T2 is associated with lower turnover at T3. In contrast, among employees in high-quality leader–member exchange relationships, the demands–abilities dimension of person–job fit at T2 is associated with higher turnover at T3.

Ki̇şi̇-İş Uyumunun Performans Değerlemeye Etki̇si̇: Konya Teksti̇l İşletmeleri̇ Araştirmasi

“…Kişi-iş arasındaki uyumluluk ve çekicilik iş stresini azaltmakta ve kişinin beceri ve yeteneklerini geliştirecek ortamlar sunarak etkinlik ve verimliliğini artırmaktad ır (Turunç ve Çelik, 2012: 61;Ulutaş, 2010: 14-15). İş kavramı, kısaca işgörenin kendine verilen görevlerdir (Boon ve Biron, 2016: 2178Edwards, 1991: 285). Kişi-iş uyumu, bir taraftan bireyin istekleri, psikolojik ihtiyaçları, çıkarları ve değerlerini içerirken diğer taraftan işin genel özellikleri ve diğer niteliklerini içermektedir (Therasa ve Vijayabanu, 2016: 2019Uçanok, 2008: 33).…”

How did we get here? The career paths of higher education fundraisers

“…Complementary fit occurs “when a person's characteristics ‘make whole’ the environment or add to it what is missing” (Kristof, , p. 3; Muchinsky & Monahan, ). In contrast, supplementary fit occurs when an individual's characteristics match those of his or her environment (Boon & Biron, ; Cable & Edwards, ). These conceptualizations have been largely (although not exclusively) aligned with two specific types of fit.…”

“…These conceptualizations have been largely (although not exclusively) aligned with two specific types of fit. Supplementary fit is often examined through the perspective of a Person–Organization (P‐O) match, while complementary fit has been the overwhelming focus of Person–Job (P‐J) research (Boon & Biron, ).…”

“…A demands–abilities fit describes a situation in which the individuals' knowledge, skills, and abilities meet the job's demands. Demands include workload and performance requirements, while abilities refer to items such as experience and education (Boon & Biron, ). A needs–supplies fit occurs when the individual's needs, desires, or preferences are met by the jobs they perform.…”

Does employee perceived person-organization fit promote performance? The moderating role of supervisor perceived person-organization fit

“…P-O fit has been argued to result in an increase in motivation, effort, energy, and persistence, as well as involvement with the organizational mission (Cable & DeRue, 2002;Wang, Zhan, McCune, & Truxillo, 2011). Additionally, alignment of employees' and organizational values can provide a common frame of understanding and interpretation, which will ease exchange of information, reduce the prevalence of misunderstandings, and clarify expectations (Cable & DeRue, 2002;Edwards & Cable, 2009; see also Boon & Biron, 2016). Importantly, this common frame of understanding can also be essential for the performance of individual employees.…”