Syftet med uppsatsen är att försöka få en inblick i hur viktigt det anses vara att en nyanställd ”matchar” en organisation i form av personlighet och värderingar, snarare än att denne besitter rätt yrkeskunskaper. Syftet är även att utreda om det finns en existerande organisationskultur på ett industriföretag, samt hur genomgående denna kultur verkar vara. Avslutningsvis har författarna försökt utreda hur nya medarbetare socialiseras in i den undersökta organisationens kultur. Resultaten är baserade på tre gruppintervjuer med operativ personal, intervjuer med två personer från organisationens ledningsgrupp, samt intervjuer med två olika rekryteringsföretag. Resultaten pekar på att en ”match” med organisationen upplevs vara viktig när det gäller grundläggande värderingar, men att olika personligheter uppskattas mer än lika egenskaper hos nyanställda. Resultaten tyder även på att socialiseringsprocessen kan ha en större betydelse för en upplevd samstämmighet med organisationen, än vad en tillämpad P-O- fit vid rekryteringen kan tänkas bidra till. / The purpose with this study is to achieve a deeper knowledge and understanding for the perceived importance of using a Person-Organization fit in recruitment. The study also aims to investigate a possible existing organizational culture in an industrial company, and how concistent this culture seems to be throughout the organization. The authors have also tried to gain knowledge on how new employees are indroduced into this culture. The results are based on three group interviews with operational personnel, interviews with two persons from the manegerial group, and interviews with two recruitment firms. The results indicate that a Person-Organization fit is perceived to be important when it comes to some basic values. However, different personalities are more desirable within the investigated organization concerning recruits. Results also indicate that the socialization process, rather than an applied Person-Organization fit, might have a larger significance for a perceived congruence between personal and organizational values.

In this study, it is defined to treat the sources of work passion as independent variables and to treat organizational commitments as dependent variables. Based on the test samples of high-tech research and development engineers, it is intended to figure out the relationship between all variables and how they affect eath other. Futhermore, using person-organization fit and person-job fit as interference variables to study the interference among all variables. Totally 1,035 questionnaires are issued and get 642 valid copies returned. By using reliability analysis, factor analysis, on-way ANOVA, correlation analysis, multiple linear regression and hierarchical regression to analyze questionnaire data, the result is summarized as follows, 1.A positive relationship between the sources of work passion and organizational commitments. 2.The sources of work passion and organizational commitments differ significantly depending on personal attributes. 3.Person-organization fit and person-job fit interfere the relationship between the sources of work passion and organizational commitments.

In recent years there has been growing interest in the concept of Person-Environment¡]P-E¡^Fit. Under the umbrella term of P-E fit, researchers have distinguished between specific types of fit¡GPerson-Organization¡]P-O¡^Fit and Person-Job¡]P-J¡^Fit . This study examines the employees¡¦ actual P-O fit and perceived P-J fit, and both types of fit as predictors of work passion, job satisfaction and turnover intention. The Q-sort approaches and the Organizational Culture Profile¡]OCP¡^adapted from Cable and Judge¡]1996¡^were used as the instrument for assessing Person-Organization fit. Furthermore, this paper examines the potential interaction between the P-O fit and the P-J fit. If such an interaction is significant , both types of fit can be a moderator for each other. Survey data collected from 277 employees of Taiwan Power Company are analyzed. The results show that: ¡]1¡^the person-organization fit calculated by correlating OCP1¡]characteristics of firms¡^ and OCP2¡]individual preferences for the characteristics of firms¡^ ranged from ¡V1 to 1¡]the¡©correlation coefficient¡ªis between -1 and 1 as expected¡^. ¡]2¡^Both P-O fit and P-J fit have positive impact on work passion and job satisfaction, respectively.¡]3¡^Both P-O fit and P-J fit have negative impact on turnover intention.¡]4¡^No significant interaction was found between the two types of fit and they are weakly related¡]r=.043¡^

The research on person-organization fit has attracted the attention of both scholars and managers in recent years. During organizational transformation, it is very important to have employees who can identify with the administration of the company and struggle for the company's future. This will enable the company to keep competitiveness and flexibility to confront environmental challenges. In this paper, Taiwan Salt Industrial Corporation (TSIC) is chosen as the subject for case study and several methods were used; including stratified sampling method and interviews with top manager. The value construct technique modified by Cable & Judge combined with template-matching technique by Bem & Allen were adopted to study person-organization fit in the company. Then, by statistical methods, the influences of person-organization fit on organization commitment and organization citizenship behavior were predicted. The major empirical findings of this study are as follows: 1. There are differences between the ideal culture values that employees wish for and those they really perceive. 2. Person-organization fit is related to employee's demography. 3. It is significantly positive trend to predict intent to remain, organization commitment and its factor, organization recognition, of employees by their person-organization fit 4. Organization citizenship behavior of employees is less significant related to their person-organization fit. 5. The age and tenure of employees has a significantly positive relationship with organization commitment and its factor, organization recognition; however, education level of employees has a negative one with organization recognition.

Organizacijų psichologijoje vis labiau domimasi asmens – darbo aplinkos darna ir atsiranda vis daugiau empirinių studijų, patvirtinančių teigiamą jos reikšmę individui ir organizacijai. Vis dėlto, kai kurios šios darnos formos sulaukė labai mažai tyrėjų dėmesio, duomenys apie jas ir jų ryšius su kitomis darnos formomis ar kitais kintamaisiais labai negausūs ir kai kuriais atvejais prieštaringi. Šiuo darbu siekėme išanalizuoti ryšius tarp asmens – profesijos ir asmens – organizacijos darnos bei panagrinėti šių darnos formų sąsajas su darbuotojų pasitenkinimu darbu ir ketinimais palikti organizaciją. Tuo tikslu naudotos kelios metodikos: Lietuviškas profesinių interesų klausimynas (LPIK); Organizacinės kultūros profilis (OCP); Minesotos pasitenkinimo darbu klausimynas; šio darbo autorės sukurtas ketinimų palikti organizaciją klausimynas. Tyrime dalyvavo 147 darbuotojai iš keturių skirtinga veikla užsiimančių Vilniaus organizacijų. Iš jų – 78 vyrai ir 69 moterys. Tiriamųjų amžiaus vidurkis 31,8 metai. Šiuo tyrimu ryšys tarp dviejų nagrinėtų darnos formų nustatytas nebuvo. Visgi, mūsų darbas atskleidė, kad individui ir organizacijai svarbu tiek tinkamas asmens profesijos, tiek tinkamos organizacijos pasirinkimas. Nustatėme, kad ir asmens - profesijos, ir asmens - organizacijos darna yra teigiamai susijusios su darbuotojų pasitenkinimu darbu. Be to, asmens - organizacijos darna yra neigiamai susijusi su darbuotojų ketinimais palikti organizaciją. Ryšys tarp asmens - profesijos... [toliau žr. visą tekstą] / Organizational psychologists pay more and more attention to person – work environment fit and there are more and more studies proving positive value of this fit to individual and organizational outcomes. However, this is the lack of research about some of the fit types and the findings about their relationships with other types of fit or outcomes are spare and in some cases inconsistent. The purpose of this study was to explore the relationships between person - vocation and person - organization fit and their association with employee‘s job satisfaction and intentions to leave the organization. In this research we used methods: Vocational interests questionnaire (LPIK); Organizational culture profile (OCP); Minesota satisfaction questionnaire; the questionnaire drawn up by the author of this paper to evaluate employees‘ intentions to leave the organization. 147 employees from four different types of organizations took part in this research. By gender there were 78 man and 69 women. The average age of participants was 31,8 years. The relation between person – vocation and person organization fit was not established in this study. Our work disclosed that it is very important for individual and organization, person to find the right vocation and also to find the right organization. Results show, that person - vocation and person – organization fit were both positive related with employee’s job satisfaction. Moreover, person - organization fit was negative associated with... [to full text]

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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