Person - organisation fit : value congruence in attraction and selection decisions

ASA theory is one of the most important explanations of behaviour in organisations. Developed by Professor Ben Schneider, it is the idea that organisations contain similar types of people because they attract, select and retain people similar to those already employed by the organisation. This homogeneity explains why organisations are different to each other. Although a lot is known about attrition, little is known about the attraction and selection phases. This book contains a series of empirical studies that explore whether organisations attract and select people who hold the values of the people already employed by the organisation. The results of these studies cast doubt on how universal ASA theory might be and suggest that the initial employment decisions that people make are more about choosing their vocation than their employer.

Comparing and contrasting person-environment fit and misfit

For previous Fit e-Conferences, we have presented various aspects of our research on how person-environment (PE) fit and misfit compare. We have argued that because so little is known about how individuals experience fit and misfit at work, qualitative, exploratory research was called for (Talbot & Billsberry, 2007; 2008). Last year, our e-conference contribution detailed how using causal mapping in PE fit research would enable individuals’ experiences of fit and misfit to be captured and, as well as generating rich idiographic data, would further be amenable to nomothetic analysis (Talbot, Ambrosini & Billsberry, 2009). This paper briefly reviews why we set out to research employees’ fit and misfit perceptions, how we used causal mapping and discusses the main findings from our research.

Exploring multidimensional person-environment fit

The current study examines the validity of a multidimensional Person-Environment (PE) fit model proposed by Jansen and Kristof-Brown (2006). The overall aim of the paper is to test the model’s factor structure and influences upon outcome measures. A panel of organisational employees from a wide range of companies and locations were asked to complete a survey (n = 1875) measuring five discrete multidimensional facets of PE fit (Person-Organisation, Person-People, Person-Job, Person-Group and Person-Vocation) and three outcomes; organisational commitment, intention to leave and job satisfaction. The first sequence of analysis tested the proposed model using Confirmatory Factor Analysis (CFA) statistical approaches. Model comparisons showed that Jansen and Kristof-Brown’s original model in which the five facets of fit coalesce into a multidimensional variable was a poor fit with the data, but that a model in which the five facets of fit operate independently was a good fitting one. The second sequence of analysis found that the model without the multidimensional variable strongly predicted the outcomes of commitment, job satisfaction and intention to leave. This paper discusses the implication of this research in relation to the PE fit literature.

Person-organization fit as a vehicle for knowledge sharing and creation

Tacit knowledge is difficult to transfer. It is also context specific. Hence it is often argued to be a key strategic asset and as such attention to how it is created and transferred in organisation in critical to strategists. The transfer of tacit knowledge is however still a challenge. It is known that shared communication and socialization are important processes in the transfer of tacit knowledge and person–organization fit (POF) is associated with such phenomena. Hence we argue that POF is likely to shape the transfer of tacit knowledge with higher levels of one resulting in higher levels of the other. We explore the interaction of tacit knowledge and POF fit and develop a matrix that suggests a complex interaction between the two.

Testing a multidimensional theory of person-environment fit

The current study examines the validity of a multidimensional Person-Environment (PE) fit model proposed by Jansen and Kristof-Brown (2006). The overall aim of the paper is to test the model's factor structure and influences upon outcome measures. A panel of organizational employees from a wide range of companies and locations were asked to complete a survey (n = 1,875) measuring five discrete dimensions of perceptual PE fit (Person-Organization, Person-People, Person-Job, Person-Group, and Person-Vocation) and three outcomes (organizational commitment, intention to leave, and job satisfaction). The first sequence of analysis tested the proposed model using Confirmatory Factor Analysis (CFA) statistical approaches. Model comparisons showed that Jansen and Kristof-Brown's (2006) original model in which the five dimensions of fit coalesce into a multidimensional construct was a poor fit with the data, but that a model in which the five dimensions of fit operate independently fit the data well. The second sequence of analysis found that the model without the multidimensional construct strongly predicted the outcomes of commitment, job satisfaction, and intention to leave. This paper discusses the implication of this research in relation to the PE fit literature.