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In this dissertation I will present and test a model linking actual applicant-interviewer demographic, human capital, and cultural capital similarity to an interviewer??s recommendation to hire. Actual similarity is proposed to influence an interviewer??s perceptions of similarity with an applicant. These perceptions, in turn, lead to the interviewer??s perceptions of the applicant??s Person-Organization (PO) fit and the applicant??s Person-Job (PJ) fit. Two main mechanisms are proposed to mediate the relationship between an interviewer??s perceptions of similarity and an interviewer??s perceptions of an applicant??s fit: liking and negative behavioral expectations. Lastly, both an interviewer??s PO and PJ fit perceptions of an applicant are posited to influence the interviewer??s recommendation to hire. A total of 118 interviewer-applicant dyads contacted through the Career Center Office at a University located in the southwestern United States participated in the study. Results partially support the model. An interviewer??s perceptions of similarity with an applicant are positively related to an interviewer??s fit evaluations. An interviewer??s negative behavioral expectations of an applicant mediate this relationship. Furthermore, perceived similarity is positively related to an interviewer??s liking of an applicant. In turn, liking is positively related to an interviewer??s PO fit perceptions. However, liking does not function as a mediator between perceived similarity and fit evaluations. Finally, fit evaluations are positively related to hiring recommendations. I discuss the main implications of the study as well as strengths, limitations, and future research.

Research on person-organization fit suggests that a good fit between individual and organizational values results in positive outcomes for individual¡¦s behaviors and attitudes. If an organization has a ¡§strong culture¡¨ with a ¡§good fit¡¨, beliefs and behavior, it normally demonstrates a high level of corporate performance. Therefore, organizations attempt to influence their members, inspire individuals to think and to act in accordance with organizational interests by practice. The purpose of this study was to investigate the effects of the ideology of practical management on person-organization fit and employee's effectiveness. Questionnaires, based on the interviewee data fields used and the key factors resulting from the original quantitative studies, were developed and tested in 2002. The subjects in the study were the realtors beyond one year experience in Taiwan¡¦s largest real estate agency company. A total of 484 questionnaires were distributed. Of which 341 were valid. Data collected from the questionnaires was analyzed using reliability analysis, correlation analysis, and regression analysis. The results of the research were as follows: 1. There was a significant positive correlation between the ideology of practical management and person-organizational culture fit. 2. Perception model of the ideology of practical management had a significant positive influence on person-organizational culture fit. 3. No significant relationship between personal-organizational culture fit and employee's effectiveness. According to these findings, we propose suggestions for increasing cultural fit and reducing cultural differences between individual and organizational values.

In recent years, the IT industry in Taiwan has gradually shifted from hardware manufacturing to software design. At the same time, conflict between IT industry and MIS graduates exists: CISA (Information Service Industry Association of China, Taipei) still claims the immense shortage of IT workers no matter how high the unemployment rate is. However, MIS graduates don¡¦t get extraordinary pay due to this situation. There are two constructs used to describe the ¡§fit¡¨: person-job fit and person-organization fit. Based on the ¡§fit¡¨ concept, the purpose of this research is to find out the gap between IT manager and MIS graduate as well as other demographic variables such as sex, area and industry. According to the purposes of this research, we have discovered some important results: a. Fit between IT manager and MIS graduate¡GFreshmen of the new generation are originative¡Benergetic¡Boptimistic but less durable for frustrations. IT managers tend to expect newcomers follow work rules and norms. b. Fit between sex¡GGeneral speaking, male tends to accept work rules and norms and prefers the value of competition and result-orientation. Female has more preferences to fringe benefits and work environment and uphold originality and respect. c. Fit between areas¡GPeople living in the North Taiwan pay more attention on ¡ureward¡vand ¡ufriendship¡vin work and agree with the value of profession and human nature. Morals and traditions are highly emphasized in the South Taiwan. d. Fit between other demographic variables¡GFirst, MIS graduates of private universities place more importance on ¡ustability¡vand ¡uperformance¡vthan that of national universities. Second, IT managers under 40 years old have more willingness to offer higher reward conditions for Freshmen and more agreement with the value of ¡ucreative humanity¡v. Finally, people in software service industry think highly of ¡ureward¡vand the value of ¡ucreative humanity¡v¡B¡umorality¡vand ¡urespect¡v.

In this dissertation I will present and test a model linking actual applicant-interviewer demographic, human capital, and cultural capital similarity to an interviewer??s recommendation to hire. Actual similarity is proposed to influence an interviewer??s perceptions of similarity with an applicant. These perceptions, in turn, lead to the interviewer??s perceptions of the applicant??s Person-Organization (PO) fit and the applicant??s Person-Job (PJ) fit. Two main mechanisms are proposed to mediate the relationship between an interviewer??s perceptions of similarity and an interviewer??s perceptions of an applicant??s fit: liking and negative behavioral expectations. Lastly, both an interviewer??s PO and PJ fit perceptions of an applicant are posited to influence the interviewer??s recommendation to hire. A total of 118 interviewer-applicant dyads contacted through the Career Center Office at a University located in the southwestern United States participated in the study. Results partially support the model. An interviewer??s perceptions of similarity with an applicant are positively related to an interviewer??s fit evaluations. An interviewer??s negative behavioral expectations of an applicant mediate this relationship. Furthermore, perceived similarity is positively related to an interviewer??s liking of an applicant. In turn, liking is positively related to an interviewer??s PO fit perceptions. However, liking does not function as a mediator between perceived similarity and fit evaluations. Finally, fit evaluations are positively related to hiring recommendations. I discuss the main implications of the study as well as strengths, limitations, and future research.

The interview is the ideal opportunity for the job candidate to assess his/her fit with a potential employer. While much research from the recruiting literature shows that candidates' perceptions of PO Fit lead to important outcomes such as intentions to pursue a position and acceptance of job offers, fewer studies explore how such fit perceptions are formed. The current study utilized a policy capturing approach to model how individuals interpret and combine cues from the interview experience as they formulate their perceptions of PO Fit. The cues tested included interview question content and the contextual variables of interviewer behavior and interview process factors. College students read a series of interview scenarios where these cues were manipulated, and provided their reactions about PO Fit, as well as about fairness and the ultimate decision to pursue an employment relationship. Although values-related question content was predicted to be most influential in the determination of PO Fit, the contextual factors more strongly affected all outcomes. Furthermore, for many participants, the relationships between these contextual effects and the outcome variable (intention to continue in the selection process) were mediated by perceptions of PO Fit and fairness. Considerable intercorrelation among the three dependent variables was found, and could be attributed to limitations of the method employed or job seekers' generalized and non-focused reactions following interviews. Additional research is needed to further investigate PO Fit perceptions from interview stimuli; suggestions and implications are discussed. / Ph. D.

Generation y has received a sad image of them as employees, which has led to that employer’s has started to see them as difficult to manage. Because of this, a large amount of the literature has started to focus on highlighting the manageability of the generation. Knowledge has been made by comparing the characters of generation y to older generations, which has created a rather one- sided understanding. In 2015 a study was published making speculations about a weak fit between the audit profession and generation y. The fit between organizations and their employees has in existing research been referred to as Person-Organization fit. This research shows that a weak fit between the two gives a negative effect on the organizations overall performance. At the same time a study shows that eighty percent of the workforce within on of the big four audit firms consists of individuals from generation y in 2016, which indicates a strong entrance in the profession by them. This creates a need to generate a stronger fit with the generation. However, there is a lack of studies that investigates the real dynamic between the two and makes suggestions on how the fit can be increased between the generation and the audit profession. Because of this, this paper has the purpose of examine the fit between generation y and one of the big four audit firms and to discuss suggestions on how the fit between the two can be increased. The study was performed through a qualitative interview study with fourteen respondents from the firm. The study’s result shows a stronger fit between the generation and the audit firm then previous literature has suggested but still some incongruence is present. The incongruence emerged from structural and cultural factors, which decreased the effect of the socialization process from the firm. A suggestion is made to widen the hierarchical structure. A change that need culture changes which is seen to even the work load and strenghten the link between advancement and reward which is seen to create incentives to advance within the firm. Keyword: Generation y, Person-Organization fit / Generation y har i den befintliga litteraturen fått ett tråkigt skimmer över sig som arbetstagare vilket bidragit till att arbetsgivare har börjat se dem som vanskliga att hantera. Detta har gjort att studier har växt fram som påvisat hanterbarheten av generation y. Kunskap har skapats genom att jämföra generation y:s karaktärer mot äldre generationer vilket bidragit till en relativt ensidig förståelse av generationen. År 2015 publicerades en studie som antyder om en svag matchning mellan generation y och revisionsbranschen. Matchningen mellan organisationer och dess anställda har i befintlig forskning benämnts som Person-Organization fit (P-O matchning). Denna forskning visar på att en svag matchning mellan de båda parterna kan resultera i negativa effekter på organisationers prestationsförmåga. Generation y utgjorde år 2016 cirka 80 % av arbetskraften inom en av de fyra största revisionsbyråerna, vilket indikerar på att generationen på allvar har gjort inträde inom branschen. På grund av detta är det av vikt att en stark matchning mellan parterna infinner sig. En avsaknad av studier som undersöker den verkliga dynamiken och kommer med förslag på hur matchningen kan ökas mot generation y inom revisionsbranschen går att utläsa. På grund av detta är denna uppsats syfte att undersöka hur P-O matchningen mellan generation y och en av de fyra största revisionsbyråerna ser ut samt diskutera förslag på hur matchningen kan ökas mellan de två parterna. Studien har bedrivits som en kvalitativ intervjustudie med fjorton respondenter inom revisionsbyrån. Studiens resultat visar på en starkare matchning än tidigare forskning antytt mellan parterna men fortfarande kvarligger ett antal inkongruenser. Inkongruenserna ses uppkomma av strukturella och kulturella faktorer som begränsar effekten av det närvarande socialiseringsarbete inom revisionsbyrån. Ett förslag ges om att bredda den hierarkiska strukturen inom revisionsbyrån. En förändring som ses kräva kulturförändringar vilket bidrar till en jämnare arbetsbelastning samt en förstärkt koppling mellan belöning och avancering för att skapa incitament för individerna att avancera inom revisionsbyrån.

Att genom rekryteringsprocessen söka finna en matchning mellan individ och organisation på en bredare basis än endast yrkeskompetens blir allt vanligare. Sådan rekrytering har fokus på överensstämmande värderingar och normer mellan den arbetssökande och organisationen, som ny medarbetare ska denne passa in i organisationen och dess kultur. Byråkrati, i sin tur, är den moderna statens vanligaste organisationsform och bygger i grunden på expertis, kunskap och professionen. Om trenden går mot att rekrytera med fokus på organisationen, dess kultur och att människor ska passa in i den, vad kan det innebära? På vilket sätt påverkas professionen av detta? Denna studie undersöker hur organisationer med uttalad fokus på matchning mellan individ och organisationskultur resonerar kring sin rekrytering och den inbördes organisationskulturen. Studiens empiriska resultat utgörs av kvalitativa intervjuer med rekryteringsansvariga vid fem organisationer som sedan analyseras och diskuteras. Resultatet är att dessa organisationer anställer endast när de säkerställt en matchning mellan den nye medarbetaren och organisationen men att yrkeskunskaper samtidigt är av stor vikt. Dessa organisationer ställer sig bortom den typiska hierarkin och det verkar som att det inom somliga branscher och yrkesgrupper skett en brytning av vissa byråkratiska principer. Vi hävdar att en följd av detta kan innebära ett slags maktskifte mellan profession och organisatorisk ledning.

Syftet med undersökningen är att skapa en förståelse för hur rekryterare tänker kring förhållandet mellan att passa in en nyanställd i organisationen (P-O fit) jämfört med att passa in en nyanställd för arbetsuppgifterna (P-J fit). För att kunna besvara syftet genomfördes en kvalitativ studie där sex intervjuer gjordes med rekryterare på olika företag som sedan tolkades med hjälp av meningskoncentrering, meningskategorisering och meningstolkning. Resultatet visade att P-O fit hade en större inverkan än P-J fit på den slutgiltiga bedömningen i rekryteringsprocessen och främst när det gällde mindre kvalificerade tjänster. Vid mer kvalificerade tjänster hade båda begreppen en likvärdig inverkan på bedömningen men det var en process där båda passformerna jämfördes med varandra och det fanns vissa minimikrav på kunskaper en person skulle ha. Utöver kunskapskravet ansågs det viktigt att personen som söktes fungerade bra med organisationen och grupperna i organisationen. För att göra en bedömning på passformen mellan individ och organisation bedömdes de sökande utifrån företagets uttalade värderingar alternativt utifrån den organisationskultur som råder inom företaget om de inte några hade uttalade värderingar. Detta utmynnade sedan till en implicit bedömning angående hur individen skulle passa in i företaget och dess kultur. / The purpose of this study is to gain insight about recruiters perceptions of the relationship between compatibility of individual and the organization (P-O fit) compared to the compatibility of individual and job assignments (P-J fit). To answer the purpose six interviews were conducted including recruiters from different companies. These interviews were later summarized using methods that shorten the answers, categorized by interesting themes and finally presented in a way that connects them with the literature. The results of the study show that P-O fit had a greater impact on the final decision of the recruitment process than P-J fit when it comes to employments with low qualifications. When the employments qualifications are higher both concepts were equally important but they were assessed together on the basis of minimum requirements for the work tasks versus how good fit would be between the individual and the groups in the organization and the organization itself. To determine the fit between the individual and the organization the applicants were assessed based on the organizational core values or if no core values were present the organizational culture. This leads to an implicit evaluation of how the individual would fit into the organization and its culture.