The goal of this paper is to outline the issue of organizational voluntary turnover in today's society as not only a financial problem but also an overarching issue that impacts departments across the entire organization. The most effective way to solve this problem is to cultivate a core set of values and beliefs that the organization will truly entrench into its practices and habits. Once this is accomplished, an organization can conduct a unique interview process that carefully and intentionally selects employees based on values congruence person-organization fit, which studies show will result in higher job satisfaction and organizational commitment, leading to increased retention.

The notion of person-organization fit (P-O fit) is concerned with identifying the antecedents and consequences of compatibility between employees and the organizations in which they work, as part of interactional psychology. Literature on consequences of P-O fit has demonstrated significant relationships with various individual outcomes. The main purpose of the present study was to examine the effects of P-O fit operationalized as value congruence between the employee and the organization, on job satisfaction, organizational commitment and performance of employees working in a public organization at both individual-level and cross-level analysis by utilizing multiple measures of fit. The secondary purpose was to compare multiple measures of fit in terms of their power in predicting individual outcome variables and investigate the level of association between direct and indirect fit and whether direct fit contributed to prediction over and above indirect fit measures. One hundred and eighty employees of a public organization filled out the questionnaire. Cross-level analysis could not be performed because of inadequate level of agreement between respondents. Results revealed that both direct and indirect fit measures were significant predictors of individual outcome variables at individual-level analysis except for supervisor ratings of task performance and overall performance, which were solely predicted by direct fit. Direct fit was the most consistent and effective predictor of individual outcome variables and made a consistent unique contribution to prediction of outcome variables over and above indirect fit measures. The results and implications of the study were discussed and limitations of the study were addressed.

Person-environment (PE) fit has been considered one of the most pervasive concepts in psychology. This study presents an integrative investigation of three levels of PE fit: person-vocation (PV) fit, person-organization (PO) fit, and person-job (PJ) fit, using multiple conceptualizations (e.g., value congruence, needs-supplies fit) of each fit level. While a trend in the PE fit literature has been the inclusion of only one fit level with a single conceptualization, researchers call for the addition of multiple conceptualizations of multiple fit levels in a single study. Traditionally, PO fit has been conceptualized as value congruence, whereas PV fit has remained untouched in the literature investigating the direct measurement of fit perceptions. Therefore, new fit perceptions scales assessing PO fit using a needs-supplies fit conceptualization and PV fit using a variety of conceptualizations were introduced. To address the limitation of employing direct measures, common method variance was modeled with a positive affect factor. The study accomplished two objectives. First, a previously supported three-factor model of fit perceptions consisting of PO value congruence (PO-VC), PJ needs-supplies (PJ-NS), and PJ demands-abilities (PJ-DA) fit was strongly replicated. Second, this model was expanded by examining additional conceptualizations (needs-supplies, demands-abilities fit, value, personality, and interest congruence) of fit levels (PV, PO, and PJ fit). Results suggested that professionals make distinctions based on both the fit level and fit conceptualization and these fit perceptions uniquely influence their attitudes and behaviors. A six-factor model (PO-VC, PJ-NS, PJ-DA, PO needs-supplies fit [PO-NS], PV demands-abilities fit [PV-DA], and general PV fit) best fit the data. Providing ample evidence of construct validity, PO fit perceptions (PO-VC and PO-NS fit) were related to the organization-focused outcome of organizational identification, whereas the profession-focused outcome of occupational commitment was exclusively predicted by PV fit perceptions (PV-DA and general PV fit). As expected, both needs-supplies fit perceptions (PO-NS and PJ-NS fit) predicted intentions to quit and job satisfaction. Recommendations for future research are suggested.

This qualitative study aims to gain a deepened understanding of talent acquisition in small finance companies' selection processes by focusing on person-job and person-organization fit. Talent acquisition is defined as hiring quality candidates that meet the organization's needs (Mathis et al., 2016). It is crucial to hire the right candidates since the organization is less likely to succeed without qualified employees (Mathis et al., 2016). This study focuses on two aspects of person-environment fit: person-job fit and person-organization fit. Ensuring these aspects can lead to successful employment (Sekiguchi, 2004). Person-job fit evaluates three factors, knowledge, skills, and abilities (KSA), and how they match the job task (Carless, 2005). Person-organization also evaluates three factors, attraction-selection-attrition, and how they match the employees' values and the organization's values and needs (Verquer et al., 2002).  The empirical data is based on semi-structured interviews with six small finance companies, where we gained a deepened understanding of their employee selection process. We connect previous research to our empirical data to gain a deepened understanding of how small finance companies can acquire talented candidates by ensuring person-job fit and person-organization fit. We used a thematic analysis to code our empirical data and draw conclusions from it.  This study has shown that knowledge is not as accounted for as previous research claims. Small finance companies consider a candidate’s skills and abilities more. Skills are assessed by job-related tests that show how fast and at what level the candidate will be able to perform. Ability is the most critical factor that small finance companies consider. If the candidate shows dedication and an entrepreneurial mindset, it indicates that the candidate possesses certain traits that the small finance companies desire. Attraction is whether the candidate and the organization share the same values and small finance companies can tailor-make roles to attract talented candidates. Selecting talent in small finance companies depends on the candidate's ability to fit into the group dynamic rather than fitting into the organization’s culture. The candidate and the organization’s expectations of attrition must match. However, it is up to the small finance companies to keep their employees satisfied.

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This dissertation explores the connection between founder personality and organizational culture in founder-led entrepreneurial companies. With a focus on how founder personality affects culture, it draws from the literature in upper echelon/top management teams, family business and organizational psychology – notably the Attraction-Selection-Attrition (ASA: Schneider, 1987) and Person-Organization fit (P-O: O'Reilly, Chatman, & Caldwell, 1991) theories. Using a combination of ethnographic, psychological and organizational data from the founders and employees of four small firms from multiple industries, and a broader survey study of 336 respondents from 23 firms, it finds support for O’Reilly et al., (2014)’s CEO Personality-Culture link in the small-company setting. It also validates two new findings: 1) that employee personality traits can trump founder personality as an influence on culture, and 2) that founder involvement can moderate the impact of founder personality on culture. The dissertation concludes with plans for further research into the personality-organizational culture effects and thoughts about the applicability of these results for founders and consultants. / Business Administration/Entrepreneurship

Syfte: Syftet är att visa för- och nackdelar för organisationskulturens påverkan på rekryteringen hos organisationer som är präglade av organisationskultur, samt hur en organisation avgör vilken individ som passar in. Vi ämnar beskriva eventuella risker, möjligheter och begränsningar med dessa metoder för både organisation och individ. Metodik: En flerfallsundersökning på fem organisationer inom den privata sektorn har tillämpats som undersökningsdesign med en induktiv ansats. Genom en kvalitativ metod där semi-strukturerade intervjuer har genomförts har data producerats fram. Slutsats: Organisationskulturen präglade vad organisationerna sökte hos en kandidat mer än hur rekryteringsprocessen utformades. För att finna rätt kandidat var en realistisk företagspresentation framträdande tillsammans med utformningen av intervjun. Organisationernas rekryterade efter sina värderingar, vilka presenterades i en företagspresentation och diskuterades kring under intervjun. Fördelarna för organisationen blev minskad risk för misstolkning tillsammans med större valfrihet bland kandidater och ett verktyg för organisationen att dämpa för höga förväntningar på arbetet. Nackdelarna blev fler moment att ta ställning till vilket är resurskrävande samtidigt som flera förutsättningar krävdes för att få önskad effekt. Fanns inte rätt förutsättningar för matchningen riskerades en resurskrävande process med oförutsedda resultat. / Purpose: The purpose is to present advantages and disadvantages of how organizational culture affects the recruitment in organizations that are incused by organizational culture, and how an organization decides which individual that fits the organization. We intend to describe certain ventures, possibilities and limitations with these methods for both organization and individual. Methodology: A more case study has been applied on five organizations within the private sector as a research design, with an inductive approach. A qualitative method has been used where semi-structured interviews have been implemented from where data has been established. Conclusion: Organizational culture incused the recruitment by what they were looking for in an applicant rather than how it affected the recruitment process. To find the right applicant a realistic organizational presentation was prominent together with how the interview was designed. The organization recruited applicants after their values, which were presented by the organization and discussed during the interviews. The advantages were reduced risk of misinterpretation by applicants along with a greater possibility of choice and a tool for organizations to reduce too high expectations on employment. The disadvantages were more elements to examine while the process became resource demanding, while several conditions had to be fulfilled. If the right conditions couldn’t be obtained the risk was a resource demanding recruiting with an unforeseen result.

The purpose of this study was to explore whether the employee perceived need-supply fit (N-S fit), demand-ability fit (D-A fit), person-organization fit (P-O fit), and person-supervisor fit (P-S fit) mediate the relationship between transformational leadership (TFL) and follower's task performance, and organizational citizenship behavior toward organization (OCB-O)and supervisor (OCB-S). In addition, we also examined the moderating effects of follower's cultural and learning adaptabilities on the relationship between TFL and the above employee's fit perceptions. The data was collected from 36 companies of different industries in Taiwan, consisted of 85 leaders and 179 followers. The result of structural equation modeling and hierarchical regression analysis showed that perceived N-S fit mediated the relationship of TFL and task performance. The effect of TFL on OCB-O and OCB-S was also mediated by perceived P-O fit, and P-S fit respectively. Furthermore, follower's cultural adaptability moderated the positive relationship between TFL and N-S fit. Besides, follower's low learning adaptability strengthened the effect of TFL on follower perceived D-A fit. Finally, follower's learning adaptability strengthened the positive relationship between TFL and perceived P-S fit. Theoretical and practical implications of our findings are discussed.

The purpose of the study is to discuss the Engineer¡¦s working Passion and detects the inner meaning by way of inquiring senior engineering managers firstly. In this research, the inner meanings are applied to developing the framework and questionary. The inquiry result is that working passion¡¦s sources affect working passion¡¦s behaviors, and working passion behaviors bring working passion effect. In this study, working passion source is defined as independent variable, working passion effect is defined as dependent variable, and working passion behavior is defined as a mediator. Furthermore, person-organization fit and person-job fit are defined as interfered variables. The thesis adopted questionnaire survey and target on R&D dept. engineers in Taiwan high-technology industry. 388 copies of the 450 questionnaires issued are returned, among which 369 copies are valid. The data were analyzed by reliability analysis, factor analysis, one-way ANOVA, hierarchical regression and Canonical correlation analysis to discuss the relationships. The findings of the study are as follows. (1) A positive relationship between the working passion sources and the working passion effects. (2) A positive relationship between the working passion behaviors and the working passion effects. (3) Working passion behaviors mediate the relationship between the working passion sources and the working passion effects. (4) Person-organization fit and person-job fit interfere in each other variables. The more person-organization fit, the more motivation and leadership result in working passion behaviors. The more person-job fit, the more leadership and team birr bring working passion behaviors.

In the field of organizational behavior, it has been a long-range debate whether personality attributes or situations impact individuals¡¦ behavior more significantly. Actually, person and work environment both can not be ignored, researcher have noticed the concept of person-environment (P-E) fit proved to influence various work outcomes significantly. Furthermore, there is an emerging issue about common method variance (CMV) in the field of fit researches. As a result, this research intends to develop four Q-sort profiles to apply Q-methodology for measuring P-O, P-J, P-S as well as P-G fit such that the bias of common method variance can be reduced. We proposed five research objectives in this research: (1) to develop four valid and manageable Q-sort profiles as indirect measures of P-O, P-J, P-G, and P-S fit; (2) to test the correlation between direct and indirect measures of P-E fit such that the criterion-related validity of the four Q-sort profiles can be verified; (3) to test the individual relationships between four main types of P-E fit and their outcome criteria so as to verify the criterion-related validity; (4) to understand the overall and relative impacts of four types of P-E fit on their outcomes; (5) to manifest the most desirable and undesirable organizational culture, job contents, supervisor leadership behaviors, and workgroup characteristics of employees in Taiwan. Thus, the four Q-sort profiles (i.e., condensed OCP, Job Characteristics Profile, Supervisor Leadership Profile, and Workgroup Characteristics Profile) have been developed, and validated by two categories of criteria (i.e. direct measures and work0related outcomes). Despite that the correlation between indirect and direct measures of P-E fit is not significant, indirect measure of P-O, P-J, P-G, and P-S fit are significantly correlated with at least three work-related outcomes. Next, we test our hypotheses with a regression analysis, and the result reveals that P-O and P-S fit have strong impacts on their work-related outcomes, but the impacts of P-J and P-G fit are not salient. Finally, we present the preferences of employees in Taiwan through their own rankings.