Organizational behavior literature has not typically viewed person-environment (PE) fit as an outcome of organizational change. Although organizations consider PE fit of their employees to be important to the success of both parties, the study of antecedents to individuals fit with their work environment has largely been restricted to the selection and socialization of newcomers. This study investigates effects of several change factors (e.g., the extent of change and how it was managed), as well as the cross-level interaction between the change factors and individual differences (e.g., motivational orientations) on PE fit of individuals who participated in various organizational changes. PE fit was evaluated along three dimensions (Person-Job, Person-Group, Person-Organization). Results show that change is a complex phenomenon and is best understood by interactions between the extent of change, characteristics of the change process, and differences in individuals motivational tendencies. Specifically, the study showed that the fairness of the change process was typically associated with PJ and PO fit, whereas management support for the change generally related to PJ and PG fit. In addition, limited support was found for hypothesized effects of motivational orientations. As expected, Mastery related positively with PE fit, while positive effects of Competitiveness (an externally cued Approach orientation) on PE fit depended on high levels of management support. Surprisingly, it was low Avoid individuals (not high) where the extent of change related negatively with aspects of PE fit. A discussion of the results, as well as limitations and implications of this study, is provided for consideration on future research in this area.

abstract: Twenty-five percent of Americans are first- or second-generation immigrants (US Census, 2012). Thus, it is likely that many Americans identify with at least two cultures, that of the mainstream United States culture, and their ethnic culture from which they came, making them bicultural. However, current understanding of the impact of biculturalism on psychological functioning is quite limited in scope, as few studies have examined this association longitudinally or considered the moderating role of the cultural environment. The present study proposed to take a more comprehensive approach in understanding the consequences of biculturalism on psychological outcomes (i.e., depression, anxiety, and substance abuse symptoms) among Mexican American adolescents, as they belong to one of largest and fastest growing ethnic groups in the United States (US Census, 2013). The present study had two major goals. The first was to examine the influence of biculturalism on depression, anxiety, and substance abuse symptoms longitudinally over the course of two years. It was hypothesized that overall, biculturalism will lead to less depression, anxiety, and substance abuse symptoms. The results partially supported these predictions. For males, biculturalism was related to significantly fewer anxiety symptoms, but not for females. Further, no main effects of biculturalism were found for depression and substance abuse for males or females. The second goal of the study was to examine the potential moderating role of the cultural environment on the influence of biculturalism on mental health symptoms. It was hypothesized that bicultural individuals will exhibit less mental health symptoms in bicultural environments (person-environment fit) compared to more monocultural individuals (person-environment misfit). However, no differences are expected to ii emerge between bicultural and monocultural individuals in monocultural environments, as both groups should be well adapted in these settings. The results did not fully support these predictions. Though, biculturalism for male adolescents was related to significantly fewer anxiety symptoms in home environments where parents reported moderate degrees of biculturalism, and females' biculturalism was related to significantly fewer depression symptoms in neighborhood environments that were relatively bicultural; no effects of biculturalism were found in environments that were the most bicultural. The implications of the findings are discussed. / Dissertation/Thesis / Ph.D. Psychology 2014

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South Africans are engaged in daily battles with work-related and non-work related issues. Although an organisation is not capable of addressing or changing all the issues experienced by the South African population, it can intervene in order to improve the quality of its employees’ working lives. A suggested starting point is person-environment fit (PE fit), due to its effect on job satisfaction and intentions to leave. Consequently, when an individual experiences low PE fit, it will contribute to job dissatisfaction, and intentions to leave as international research has shown. To possibly decrease the impact of these relationships, it is important for leader empowering behaviour to be evident throughout the organisation. The objectives of this study were to determine possible relationships, indirect effects, and moderating effects between PE fit, job satisfaction, intentions to leave, and leader empowering behaviour. A convenience sample of employees working under the guidance of a leader/manager/supervisor was taken from a retail company in Gauteng. Participation in the study was voluntary. A measuring battery measuring PE fit (i.e. person-organisation fit, needs-supplies fit, and demands-abilities fit), job satisfaction, intentions to leave, and leader empowering behaviour (i.e. delegation of authority, accountability, self-directed decision making, information sharing, skills development, and coaching for innovative performance) was used. Descriptive and inferential statistics, Raykov’s rho coefficients, Pearson product-moment correlations, measurement models, structural models, and goodness-of-fit statistics were used to analyse the data. The results indicate that PE fit has a positive relationship with job satisfaction. Job satisfaction has a negative relationship with intentions to leave. PE fit has an indirect effect on intentions to leave via job satisfaction. Leader empowering behaviour moderates the relationship between job satisfaction and intentions to leave. Various recommendations were made for the selected retail company as well as for future research. The retail company and employees should comprehend the impact of PE fit on outcomes such as job satisfaction and intentions to leave, as both parties are equally affected by its implications. Therefore, both pro-active and re-active measures should be institutionalised to address PE fit. Additionally, the retail company should understand the importance of leader empowering behaviour and the impact it can have on their business unit and the organisation as a whole. Recommendations for future research include longitudinal research designs, as well as the expansion of research beyond the selected company in the retail industry. / MCom (Industrial Psychology)--North-West University, Vaal Triangle Campus, 2015

South Africans are engaged in daily battles with work-related and non-work related issues. Although an organisation is not capable of addressing or changing all the issues experienced by the South African population, it can intervene in order to improve the quality of its employees’ working lives. A suggested starting point is person-environment fit (PE fit), due to its effect on job satisfaction and intentions to leave. Consequently, when an individual experiences low PE fit, it will contribute to job dissatisfaction, and intentions to leave as international research has shown. To possibly decrease the impact of these relationships, it is important for leader empowering behaviour to be evident throughout the organisation. The objectives of this study were to determine possible relationships, indirect effects, and moderating effects between PE fit, job satisfaction, intentions to leave, and leader empowering behaviour. A convenience sample of employees working under the guidance of a leader/manager/supervisor was taken from a retail company in Gauteng. Participation in the study was voluntary. A measuring battery measuring PE fit (i.e. person-organisation fit, needs-supplies fit, and demands-abilities fit), job satisfaction, intentions to leave, and leader empowering behaviour (i.e. delegation of authority, accountability, self-directed decision making, information sharing, skills development, and coaching for innovative performance) was used. Descriptive and inferential statistics, Raykov’s rho coefficients, Pearson product-moment correlations, measurement models, structural models, and goodness-of-fit statistics were used to analyse the data. The results indicate that PE fit has a positive relationship with job satisfaction. Job satisfaction has a negative relationship with intentions to leave. PE fit has an indirect effect on intentions to leave via job satisfaction. Leader empowering behaviour moderates the relationship between job satisfaction and intentions to leave. Various recommendations were made for the selected retail company as well as for future research. The retail company and employees should comprehend the impact of PE fit on outcomes such as job satisfaction and intentions to leave, as both parties are equally affected by its implications. Therefore, both pro-active and re-active measures should be institutionalised to address PE fit. Additionally, the retail company should understand the importance of leader empowering behaviour and the impact it can have on their business unit and the organisation as a whole. Recommendations for future research include longitudinal research designs, as well as the expansion of research beyond the selected company in the retail industry. / MCom (Industrial Psychology)--North-West University, Vaal Triangle Campus, 2015

As the U.S. population ages, there is a significant increase in functional impairment, chronic conditions and other age related health concerns. In later life, functional limitations and poor quality of health often lead to the utilization of skilled nursing care in institutional settings. However, older adults often report the desire to age in place even when experiencing health challenges. Therefore, identifying ways to promote aging in place at home as a long-term care option could enhance quality of life. The objective of the study is to examine the impact of home modification and other home and community-based services on the ability of Black older adults to age in place in comparison to Whites. The study utilizes administrative data from the Georgia Money Follows the Person program. The results indicate that race, the use of financial support and the utilization of many services were significant in attaining success in the MFP program.

Job seekers and employers frequently make application and selection decisions based on how well they believe there is a ‘fit’ with the organization and job. The personenvironment fit literature has strongly supported this practice demonstrating that fit is an antecedent to attraction, selection, and attrition. What has been lacking, however, is evidence that once individuals enter the organization their fit relates to performance. Using a social network analytical lens, I develop a framework that integrates PE fit and social networks to explore antecedents to employee performance. Using this framework, I explore how informal workplace relationships may act as catalysts through which fit either enhances or detracts from individual performance, how fit might directly influence performance once the social context is taken into account, and how fit might make an individual an attractive exchange partner benefiting performance. Results suggest that PE fit is related to individual performance (both in- and extra-role) but that this relationship differs depending on how well embedded the employee is in the informal social networks of the organization. It is only when accounting for the ‘who you know’ element of organizational life that we can see how ‘who you are’ relates to performance.

Person-Group (PG) fit is defined as the perceived compatibility between an individual and his or her workgroup, reflecting various social- and task-related elements of group work (Li, Kristof-Brown, & Nielsen, 2019). Although Yu’s (2013) theoretical motivation model of fit suggests that individuals are motivated and capable of changing and managing their PG fit perceptions, there is limited research on the specific actions that individuals take to manage their fit perceptions. Rather, most of the research in fit is concentrated on the positive outcomes (e.g., job satisfaction, commitment, performance) associated with fit (Kristof-Brown, Zimmerman, & Johnson, 2005) and portrays individuals as passive recipients of their fit perceptions. The purpose of this study is to extend Yu’s (2013) model to demonstrate that individuals are active agents who seek to maintain high levels of PG fit and alter low levels of PG fit. To understand how individuals manage PG fit, I adopt the perspective that fit perceptions are, in part, socially constructed, such that groupmates’ actions can make individuals believe that they are more/less of a fit (Follmer, Talbot, Kristof-Brown, Astrove, & Billsberry, 2018). Thus, individuals are triggered to use impression management (IM) tactics to create, maintain, alter, control, and protect the images that others form of them (Leary & Kowalski, 1990). However, with the myriad of IM tactics, it is unclear what type of PG fit perceptions will trigger which specific IM tactics. This dissertation develops and tests a model that situates IM tactic usage based on what type of PG fit (e.g., social vs. task-based PG fit) is being pursued and what level of PG fit (higher vs. lower) the individual is currently perceiving. To facilitate the connection between PG fit and IM tactics, I also develop a typology that classifies commonly used IM tactics for explaining the situations that will influence the selection of specific tactics. Finally, I explore the psychological and emotional aftermath of engaging in IM tactics by examining which specific IM tactics are more likely to promote or harm: 1-individuals’ perception of PG fit, 2-individuals’ perception how groupmates perceive their PG fit, and 3-groupmates’ perception of the focal individuals’ PG fit. I tested this model with a multisource, three waved time-lagged field survey study across a two-month period. I collected data in two samples: university staff employees who work in group settings and student groups in a business consulting class. Using structural equation modeling and latent change scores, I found that individuals are not passive respondents of their PG fit perceptions. Rather, they are active agents who seek to maintain higher levels of fit and alter lower levels of fit using IM tactics. Yet, the likelihood of using certain tactics for individuals with higher levels of fit differed from the tactics used by individuals with lower levels of fit. Some tactics were associated with improvements in fit, others were not, and a few were associated with reductions in fit. Generally, individuals who began with higher levels of perceived PG fit engaged in IM tactics that were later associated with improved fit. In contrast, individuals who had lower levels of perceived PG fit (namely social-based PG fit) engaged in IM tactics that were later shown to be associated with reductions in fit. These results suggest that individuals with high levels of fit tend to choose the “correct” IM tactics to maintain and improve their fit to an even higher degree, but the misfits tend to choose tactics that damage their fit even further. This highlights the importance of understanding that even though individuals are active agents who seek to manage their perceived fit, the specific actions they engage in to do so are complex and not always appropriate. Theoretical and practical implications, as well as future research directions, are discussed.

The purpose of the current study was to investigate factors in the work environment that impact job burnout among academic support professionals who work with college student-athletes. Specifically, the factors of job control match, fairness march, rewards match, and workload match were explored. Additionally, the extent to which emotional exhaustion and depersonalization had an effect on turnover intention was explored. Job burnout has been found to have negative impacts on professionals in human services professions. The sample consisted of academic advisors and learning specialists affiliated with National Collegiate Athletic Association (NCAA) Division I programs. Results suggest academic support professionals experience a high level of emotional exhaustion related to a mismatch in perceived job control, rewards, and workload. Additionally, higher levels of emotional exhaustion were found to significantly impact turnover intention. Practical solutions that address job mismatches are discussed along with theoretical implications for the person-environment fit framework applied in the context of the sport industry.