Syftet med studien var att undersöka om person-organization fit påverkar arbetstillfredsställelse. Vidare var syftet också att undersöka om kön och ålder påverkar person-organization fit och arbetstillfredsställelse. P-O fit är kongruensen mellan individens och organisationens mål eller värderingar. P-O fit är en faktor som påverkar arbetstillfredsställelse. Undersökningen utfördes genom en enkät som delades på sociala medier med totalt 106 respondenter mellan åldrarna 21 till 69. Alla deltagarna arbetade minst deltid upp till heltid. Enkäten baserades på Minnesota Satisfaction Questionnaire (MSQ) ochPerson-Organization Fit Scale (POFS). Resultatet visade att både P-O fit och ålder korrelerar med arbetstillfredsställelse. Vidare visade resultatet att män upplever högre skattad arbetstillfredsställelse. P-O fit är därför en viktig faktor som influerar den anställda att nå en hög arbetstillfredsställelse, eftersom en anställd vill arbeta på en organisation som är i samma linje som ens egna värderingar. Genom att uppleva hög arbetstillfredsställelse ökar även flexibiliteten vilket vidare bidrar till mer effektivt arbete från arbetstagaren. / The purpose of the study was to investigate whether person-organization fit affects job satisfaction. Furthermore, the purpose was also to investigate whether gender and age affect person-organization fit and job satisfaction. P-O fit is the congruence between the individual's or the organization's goals or values. P-O fit is a factor that affects work satisfaction. The survey was constructed and shared on social media with a total of 106 respondents between the ages of 21 to 69. All participants worked at least part-time with most full-time. The survey was based on the Minnesota Satisfaction Questionnaire (MSQ) and the Person-Organization Fit Scale (POFS). The result showed that both P-O fit and age correlate with job satisfaction. Furthermore, the results showed that men experience higher estimated work satisfaction. P-O fit is therefore an important factor that influences the employee to achieve a high level of job satisfaction, since an employee wants to work at an organization that is in the same line as one's own values. By experiencing high job satisfaction, flexibility also increases, which further contributes to more efficient work on the part of the employee.

Syfte: Studien ska bidra med insikter kring hur ett externt rekryteringsföretag förhåller sig till organisationskultur och därmed den kulturella matchningen mellan organisation och kandidat.Teoretiskt perspektiv: Till grund för tolkning och analys av insamlade data ligger Schein och Scheins (2017) modell för undersökning av organisationskultur. I modellen beskrivs tre nivåer av organisationskultur: artefakter, delad tro och värderingar samt underliggande antaganden. Dessa analyseras och tolkas i sin tur utifrån tolv observerbara faktorer och uttryck av organisationskultur. Metod: En fallstudie har genomförts på ett svenskt rekryteringsföretag med hjälp av kvalitativa, semistrukturerade intervjuer. Studien har haft en iterativ ansats, där den teoretiska referensramen har utvecklats under processens gång. Empiri: I en typisk rekryteringsprocess önskar fallföretaget identifiera en matchning mellan kund och kandidat, där kundens förväntningar på kandidaten och beskrivna organisationskultur, ska överensstämma med kandidatens kompetens, erfarenhet, värderingar och egenskaper. Insamlad empiri tyder dock på att fallföretaget saknar en gemensam definition av begreppet organisationskultur och dess innehåll, varpå undersökning, tolkning och bedömning av kundens organisationskultur sker subjektivt av rekryteringskonsulter. Fallföretaget förlitar sig på kundens beskrivning av organisationskultur, utan att söka bekräftelse för dess praktiska verklighetsförankring, medan kandidatens egenskaper, värderingar etc., söks bekräftas eller dementeras genom intervjuer och referenser. Slutsats: Studien visar på att fallföretaget går miste om essentiella insikter och inte skapar en fullständig förståelse för kundens organisationskultur. I förlängningen leder detta till att de tre entiteterna inblandade i rekryteringsprocessen, kund, kandidat och konsult, inte skapar en överensstämmande, heltäckande förståelse för den praktiska verkligheten av organisationskulturen. Därmed har studien identifierat brister i den kulturella matchningen mellan organisation och individ.

The presented master thesis is an exploratory, multiple case study that analyzes the recruitment practices and their respective processes in five family firms located in the Southern part of Germany. A strong HR function inside a company is necessary to stay competitive in the market and survive in the long-run. Hereby recruitment is an important field of research because firms depend on their employees who are ultimately the vital factor in running a successful business. Recruitment is an ongoing process in a dynamic business world and a very crucial responsibility of HRM inside the organization. Especially due to the strong family involvement, commitment to the localities, overlap between financial and nonfinancial goals, and a deeply ingrained business culture based on the family founders’ values, establishing an effective recruitment process is even more important in family than in nonfamily firms. Thus, this study aims at exploring and researching individual characteristics associated with the recruitment practices and tries to display the main influencing factors in the recruitment process of the studied firms. Through analyzing secondary and primary data collected with the help of semi-structured interviews, the authors were able to gather insightful data from CEOs and HR representatives in order to draw comprehensive conclusions regarding how suitable employees are recruited in family firms. The results show that the person-organization (P-O) fit is a main component which family firms try to assess in their applicants. Personality and the fit to the respective business culture, apart from the actual skill-set, is an additional requirement for being recruited. Through various recruitment channels, strategies, and assessments the family firms try to use the construct of familiness to their advantage and benefit.

Numerous research studies have concluded that values drive perceptions, responses to situations, judgments, interactions among people, and behaviors. In addition, studies have found that congruence or agreement between individual values and organizational values can increase job satisfaction and commitment. Minimal research has explored the concept of value congruence between substance abuse counselors and their treatment settings, and its impact on perceived ethical work behaviors and organizational commitment. This study explored how the extent of fit between individual and organizational values impacts ethical work behaviors and organizational commitment of substance abuse counselors.

Conflict resolution research has resided at both the individual and group level for the many years. However, recent findings have provided evidence for the existence of conflict resolution strategies at the cultural level. As these recent findings indicate, the existence of such resolution styles at that macro level can have great implications on organizational outcomes. Therefore, the first goal of this study was to examine if these conflict resolution cultures would predict outcomes such as job satisfaction, organizational commitment, and psychological withdrawal behavior. Similarly, research on P-O fit has also provided some very interesting insights into employee behavior and attitudes. Given the idiosyncratic nature of conflict resolution and the recent findings mentioned in the previous paragraph, the second goal of this study was to examine if perceptions of congruence between an individual’s resolution style and the organization’s resolution style would affect job satisfaction, organizational commitment, and psychological withdrawal behavior. Finally, it was determined that perceptions of resolution (i.e. was the conflict constructively resolved) would be an appropriate and rather informative mediating variable for the relationships proposed above. Data was collected using a web-based survey software, which garnered 212 participants for the analysis. Evidence was found to support a majority of the proposed hypotheses. All three-conflict resolution cultures (collaborative, dominant, and avoidant) predicted the outcome variables in the directions consistent with both logic and the literature. Similarly, perceptions of resolution did mediate six of the nine proposed relationships between the resolution cultures and the outcome variables. Two of these mediation analyses were not conducted due to an insignificant initial bivariate correlation. Support was also found for all three proposed direct effects between perceptions of congruence and the proposed outcome variables. Finally, perceptions of resolution mediated the relationship between perceptions of congruence and all three-outcome variables. Again, the directions of these findings were consistent with both logic and the literature. Both the theoretical and practical implications, as well as the limitations with this study will be discussed.

In order to enhance newcomers' retention and performance, the present study explored the moderating roles of mentoring and newcomers' personality (conscientiousness and emotional stability) on the relationships between newcomers' perceived person-job fit, (P-J fit) person-organization fit (P-O fit) and their task performance and turnover intentions. The data was collected from newcomers who have passed probation with their organizational tenure less than one year. In total, 198 usable questionnaires were collected from 20 firms in Taiwan. The present study applied the hierarchical regression analysis to test our hypotheses. The results showed that: (1) when mentoring relationship is low, the positive relationship between newcomer P-J fit and task performance is strengthened; (2) when conscientiousness and emotional stability are high, the negative relationship between newcomers P-O fit and turnover intentions is strengthened; (3) the interaction between newcomer P-J fit and P-O fit is positively related to task performance. Based on our findings, we proposed several practical implications as below: (1) organizations should pay attention to newcomers¡¦ P-J, P-O fit, and their socialization processes; (2) using selection tools to hire newcomers with high conscientiousness and emotional stability; (3) organizations should apply different socialization practice for newcomers with different attributes.

Most of previous works focused on the relationship between organizational attractiveness as an employer and instrumental attributes of employer image. Potential job seekers were viewed as rational and alone decision makers. However, in addition to objective facts, potential job seekers consider other facts when they make a job decision such as emotional facts and perceived harmony with organization. Furthermore, potential job seekers hold a vague impression on a potential employer. Others¡¦ opinions of potential employers must be their crucial information sources and they may change decision because of others¡¦ opinion. The study add symbolic meaning construct to employer image and research the relationship between it and organizational attractiveness as an employer and found it is significant related to organizational attractiveness as an employer. The mediated effect of the similarity between potential job seekers¡¦ personality and organizations¡¦ personality and others¡¦ opinions are considered here. Both of them don¡¦t significant mediated the relationship between employer image and organizational attractiveness as an employer.

Following the increased competition for organisations to attract and retain young talent, organisation must better adapt to the needs and desires of the labour force. In order to better understand their target groups, Generational Theory has gained track within the field of Human Resources. Now, Generation Z enters the labour market and companies might face new challenges in attracting and retaining this young group of workers. However, the recent entry of Generation Z makes it a relatively unexplored topic, calling for extensive research regarding their needs and behaviour.   Previous research on Generation Z during the time of this study existed through quantitative reports provided by organisations, thus calling for academic research within this subject. As such, the purpose of this study is to investigate how Gen Z include their values in their decision making when looking to join an organisation and how this will impact attraction and retention strategies of organisations.   In order to meet the purpose, a qualitative study have been performed, allowing for an engagement with Gen Z not possible through a quantitative study. Focus groups were held to investigate the values of Gen Z and how these values impact their decision-making about joining an organisation. Semi-structured interviews were performed on Human Resource managers represented at two companies to investigate current attraction and retention strategies. The research followed an abductive approach, where the empirical findings were analysed and compared to Generational Theory, P-O fit theory, and existing research regarding Gen Z.   The empirical findings show that values and needs of Generation Z are not fully met by organisations today and key strategical improvements are suggested as a result of the findings. Furthermore, the study shows some different results in the findings on Generation Z in comparison to previous quantitative reports, thus providing an extended view on Generation Z as well as highlighting the need for further qualitative research within the field.

Companies in the North of Sweden are expressing big difficulties to acquire the right competency and the right people to fill voids in their organization. The purpose of this research paper was to gain an understanding of how companies in the north work with selected contributing factors, affecting their ability to attract talent. Starting off we gained perspective on how companies define talent and which talent management approach they implement. From there we learned to which extent they prioritize people fitting into the company’s identity/values and work with communicating with talents by displaying themselves as an attractive employer. Our attempt was to uncover any underlying behavior or beliefs within this region contributing to why this region, in particular, is experiencing difficulties in attracting talent. To reach these understandings, we conducted a case study holding six in-depth interviews with different companies in various locations within the region “Norrland”. By using the thematic analysis method, we concluded that businesses have attitudes regarding the nature of talent and how it should be managed which limits their view of who is considered as a competent potential employee. Moreover, we found that the majority of businesses operating the north to a relatively high extent prioritize their relationship with their employees. However, they do not work to a high extent with the creation of a strong employer brand, possibly contributing to the situation as it is perceived in the north.

Sexual identity in the workplace is an exploratory topic in an age when sexuality is becoming a topic of discussion. However, protection of sexual minorities (Lesbians, Gays, and Bisexuals) is not universal despite evidence that heterosexist climates are disadvantageous for employers. In this study, I examined if sexual minorities who perceive their place of employment to be relatively free of heterosexism would be more satisfied with their jobs, perceive more organizational fit, and report less work stress. In addition, I sought to determine if selected personality variables would mediate the relations among critical study variables. The personality variables were internalized homophobia, level of “outness,” and cynicism. Two samples of university students consisting of sexual minorities (n =43) and heterosexuals (n = 67), completed questionnaires online. Results revealed a positive correlation for both groups between organizational climate (i.e., less perceived heterosexism) and job satisfaction, although the correlation for the sexual minority group did not achieve statistical significance, likely due to the small sample size. Due to statistical conditions not being satisfied, partial correlations were performed instead of mediational analyses. Internalized homophobia was found to partially account for the relations between perceived organizational climate and job satisfaction and perceived organizational climate and work stress, respectively. This study encourages further investigation into the role of sexual identity in the workplace, particularly the role of internalized homophobia as possibly influencing sexual minorities to perceive their workplace environment more pejoratively than necessary.