BUS603: Managing People

Person-Organization Fit

According to Kristof, PO-fit is a match between individuals' values and values of the organization where this individual works. According to Chatman, PO fit is defined as the congruence between organizational norms and values and persons' values. PO fit is not concerned with the suitability of individuals to something specific such as work, work tasks, groups, or superiors, but instead focuses on the fitness of individuals to the organization as a whole. Several constructs have been used to measure compatibility between individuals and their organizations; this includes matching values, goal compatibility, a match between individual personality and organizational climate.

Person Organization Fit and Organizational Commitment

Organizational commitment is described as emotional attachment, identification, and involvement of an individual with a specific organization. Research on a sample of public accountants conducted by Chatman, proved compatibility between individuals and organizations affects employee organizational commitment. Other studies found that individuals with the same values and beliefs as their organizations can interact more comfortably with the organization's value system, thus reducing uncertainty and conflict, which in turn will increase satisfaction and commitment. In his research, Kristof showed the effect of PO fit on organizational commitment, whereas Schneider et al. explained that individuals with high degrees of PO fit generate new ideas and provide competitive advantages for the company. Chaw et al. stated that the closer compatibility between selected individuals and organizational culture, the higher the organizational commitment, job satisfaction, and tendency to survive. Past studies, such as integrative reviews and meta-analyses, supported the consistent positive relationship between PO fit and organizational commitment. Therefore, the researchers accordingly expected a positive correlation between PO fit and organizational commitment.

Hypothesis 1: There is a positive association between the person-organization fit and organizational commitment.

Person Organization Fit and Organizational Citizenship Behavior

The construct of organizational citizenship behavior was extensively investigated in previous research studies in different domains. Results show that OCB affects the effectiveness of a company's performance. OCB is also known as extra-role behavior, where an individual goes far beyond job requirements set by an organization. An individual impulsively does more than the position requires and performs non-obligatory tasks without expecting rewards or recognition.

Individuals who feel integrated within their organization will very likely contribute to their organizations and exhibit citizenship behavior. Evidence from previous research indicates that an individual, especially one who feels comfortable in their organization will experience higher engagement, commitment to higher organizations, and exercise better work behavior. Those who are competent in their work will very likely support their organizations via exercising voluntary citizenship behavior. Concluded by Vilela et al., the pride an individual feels toward carrying out his/her duties effectively and the recognition gained from the organization may be interpreted as a more significant investment in OCB. Farooqui and Nagendra found that a high level of conformity between individual values and organizational values create culture and values that will make employees feel comfortable. Employees who have a high PO fit also have a high commitment to the organization and a willingness to carry out extra work for the organization. The higher the compatibility between person and organization (person-organization fit) they choose, the higher the voluntary behavior in the organization (OCB). Following this explanation and evidence drawn from previous studies, we hypothesized the following:

Hypothesis 2: There is an influence of person-organization fit towards organizational citizenship behavior

Figure 1: Research Model