The role of job involvement and career commitment between person–job fit and organizational commitment: a study of higher education sector

Abstract

PurposeOrganizations try to appoint individuals who fit in with their values and goals. Employees who do not fit in with the organization's core values and goals prefer not to stay on for a longer period of time. The present study is an attempt to explore the impact of person–job (P–J) fit on organizational commitment through job involvement and career commitment with an application of a serial multiple mediation model.Design/methodology/approachData have been collected through a structured questionnaire. The population comprised the teachers, working in the higher education sector. The different constructs used have been duly validated with the help of exploratory and confirmatory factor analyses. Further data reliability and scale validity have been checked too. In order to test the serial multiple mediation model, the authors adopted a regression-based approach and bootstrapping method suggested by Hayes (2012; 2013). Accordingly, PROCESS developed by Hayes (2012) has been used.FindingsThe results revealed that job involvement and career commitment mediate the relationship between P–J fit and organizational commitment individually as well as together.Research limitations/implicationsThe present study is confined to government degree colleges only. The element of subjectivity might not have been checked completely as teachers have responded on the basis of their own experience and perceptions regarding the items in the questionnaire. The study is cross sectional in nature.Practical implicationsThe paper addresses the interest of wide spectrum of stakeholders including the management, organizations and employees. So, the authors have extended general implications, which are for all those organizations that want to improve person–organization (P–O) fit and commitment of their employees. These implications will help organizations to take specific initiatives to improve the P–J fit of their employees, which will subsequently enhance their commitment level.Originality/valueThe findings of the present study will help the stakeholders in the higher education sector to identify best employees and undertake the initiatives to generate better job involvement and commitment, which will be a win–win strategy for both (employees as well as the organizations).

Talent management in private universities: the case of a private university in the United Kingdom

“…, 2013). Quality knowledge management increases performance, innovation, competitive advantage, methods to share the lessons learnt, integration and continuous improvement of the organisation and conserving resources (Jyoti et al. , 2021) and is a key aspect within talent management strategies (Marchington et al.…”

“…OPC is particularly evident in highly qualified and experienced professionally orientated academics compared to those who are more extrinsically motivated and as such may be more bureaucratically orientated (Sejjaaka and Kaawaase, 2014). This could lead to a mismatch between the goals, values and demands of academics and the institution leading to a lack of commitment and higher turnover (Jyoti et al. , 2021).…”

“…, 2002). Jyoti et al. (2021) in their studies identified other factors, namely, person–organisation fit, person–job fit, person–vocation fit, person–group fit and person–supervisor fit.…”

Managing Diversity in the Chinese Organizational Context: The Impact of Workforce Diversity Management on Employee Job Performance

“…However, there are differences in workplace diversity and connection among representatives of employees and how representatives feel about their work and boss, work/profession fulfillment, work contribution, hierarchical distinguishing proof, deals execution, and authoritative adequacy (Zhuwao et al, 2019). A strong connection between employee commitment and the workplace has been found by Jyoti et al (2021), Hasan et al (2021), Therasa andVijayabanu (2016), andLaschinger et al (2006), based on employee commitment and person-job match hypotheses. The level of solace and comfort of employees at an organization is higher when the variety/diversity of employees is high instead of low because of the impression of care among representatives (Meyer et al, 2012).…”

“…To obtain a deeper understanding and new insights, future studies are encouraged to apply this model in the Western context with a large sample that encompasses various ages and places. Moreover, this study has checked the mediational effects individually rather than collectively as they were studied collectively in the past (Laschinger et al, 2006;Therasa and Vijayabanu, 2016;Hasan et al, 2021;Jyoti et al, 2021). Person job match and employee commitment are major influencing factors to influence the employee job performance.…”