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

Utilizing longitudinal panel data from Youth In Transition Project, the Person-Environment fit (P-E Fit) theory and its specific application to the area of delinquency and aggression was investigated longitudinally. Analysis of Covariance Structure Technique (LISREL) was used to address the issues of multi-dimensionality, stability, measurement of total P-E fit and to test the proposed delinquency model. The relationships between P-E fit, psychological strain, and delinquency were tested both cross-sectionally and longitudinally . The student sub-group (those respondents who stayed in school after high school) and the working sub-group (those who went to work after high school) were tested separately. P-E fit had significant negative effect on both psychological strain and delinquency in most of the cross-sectional models. Similar results were obtained in three of the longitudinal models also . The evidence from longitudinal models tended to support the idea that the causal flow of the relationship between P-E fit, psychological strain and delinquency to be from P-E fit to both psychological strain and delinquency. The longitudinal and cross sectional relationship between P-E fit, psychological strain, and delinquency were more pronounced among the working sub-group than the student sub-group of the sample population. P-E fit tended to be quite stable during the high school years and subject to noticeable change when the transition was made to work or college environments.

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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

In this study the social worker-in-work context relationship in a welfare organization is described within an ecological epistemology so as to construct an alternative view on employee mental health. A literature study shows how descriptions of the interconnectedness between a sense of individuation and a sense ofbelonging creates a double view ofboth levels to form a more holistic view of an ecological relationship system. Organizational interrelationships are described within this framework as being congruent or incongruent and thereby promote or detract from social work practitioner mental health. Conclusions and recommendations discuss the usefulness of such a perspective for social work management practice and suggest a framework for managers to view organizational mental health and to evolve ideas for co-creating a greater sense of coherence in disrupted organizations. / Social Work / M.A. (Mental Health)

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.