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.

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.

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.

The study divides Person-Job fit into 3 fits: Demand-Ability fit, Value-Supply fit and Self-concept-Job fit. These three fits are independent variables. Job safety, pay satisfaction and job satisfaction are dependent variables. The study tests that the impact of the three independent variables being on the three dependent variables.The results of the study are as following: 1. The correlations of variables (1)There is a significant positive relation between D-A fit and job safety (2)V-S fit has a significant positive relation among job safety, paysatisfaction and job satisfaction. (3)SC-J fit has a significant positive relation with SC-J fit, job safety,pay satisfaction and job satisfaction 2. The impact of three fits on job safety, pay satisfaction and job satisfaction (1)D-A fit has the greatest impact on job safety; the second greatest impact on job satisfaction; the least on pay satisfaction (2)V-S fit has the greatest impact on pay satisfaction; the second greatest impact on job safety; the least on job safety. (3)SC-J fit has the greatest impact on job safety; the second greatest impact on job satisfaction; the least on pay satisfaction.

Syfte: Syftet med denna studie är att belysa chefens roll i förhållande till personalomsättning inom en säljande organisation, utifrån dimensioner av person-environment fit och role stress.   Metod: Utifrån studiens syfte har en kvalitativ metod använts. Data har samlats in genom semistrukturerade intervjuer. Materialet har analyserats och redovisats med hjälp av well-grounded theory.   Resultat & slutsats: Denna studie visar på chefers förståelse för vikten av att personer de anställer ska passa in i yrket och organisationen. De rekryterar främst efter personlighet och möjlighet att passa in i gruppen. Chefernas synsätt skiljer sig gällande överbelastning och stress. Det är svårt med gränsdragningen mellan privatliv och yrkesroll.   Förslag till fortsatt forskning: En intressant utgångspunkt för framtida forskning kan vara att jämföra om chefers uppfattning av de dimensioner vi undersökt överensstämmer med hur de anställda upplever dem.   Uppsatsens bidrag: Studien belyser dimensioner som påvisats ha samband med personalomsättning. Vi bidrar med chefens roll utifrån dessa, till skillnad från tidigare forskning som utgått från anställdas perspektiv.   Nyckelord: Personalomsättning, person-job fit, person-organization fit, role overload. / Aim: The aim of this study is to highlight the manager’s role related to turnover within a selling organization, by dimensions of person-environment fit and role stress.   Method: A qualitative method has been used, based on the aim of this study. Data has been collected through semi structured interviews. The empirical data has been analyzed and presented using the well-grounded theory.   Result & Conclusions: This study shows the managers understanding of the importance to hire people which fit both the job and the organization. They mainly hire people based on their personality and how they fit within the group. However, their vision is different regarding the role overload and stress. Managers have a hard time to draw a line between the private life and work.   Suggestions for future research: An interesting starting-point for future research could be to compare if the managers perception of our dimensions is consistent with the perceptions of the employees.   Contribution of the thesis: This study highlights dimensions, which have a significant relation to employee turnover. Our contribution is the manager’s perspective of these dimensions, compared to prior research, which has the employee’s perspective.   Key words: Employee turnover, person-job fit, person-organization fit, role overload.

Certain job characteristics have been shown to be important for improving employee job fit. In particular, the degree of autonomy and feedback employees are afforded could allow them to more effectively manage job stressors, and acquire and/or uphold the requisite skills to maintain satisfactory work performance. These job characteristics may also lead to greater job satisfaction by supporting employees’ need for continuous growth, desire for social connectedness, and fulfillment of basic psychological needs. Accordingly, a model was proposed wherein the facets of person-job fit (demands-abilities fit and needs-supplies fit) are expected to mediate the relationship between both autonomy and feedback and both employee job satisfaction and task performance. The sample contained 228 individuals who were either working professionals or employed college students. Structural equation modeling (SEM) analysis was used to test the direct and indirect effects. Results indicated that both autonomy and feedback increase satisfaction, but not effectiveness, by improving job fit. In summary, the findings of this study could be used for developing and implementing organizational strategies to improve or maintain person-job fit.

Maritime pilots provide a vital service in facilitating the safe and efficient passage of vessels into and out of ports and waterways worldwide. Lack of effective selection of maritime pilots can jeopardize the welfare of people, property, and marine ecosystems. Based on Edwards' conceptualization of person-job fit theory, this quantitative, ex post facto study was an examination of whether personality traits, as measured by the Personality Research Form E (PRF-E), could predict maritime pilot selection. The research questions were: (a) Is there a significant relationship between respondents' PRF-E scale ratings and selection for a maritime pilot job and (b) How significant is the relationship between each of the 22 PRF-E scale ratings and selection for a maritime pilot job. Using a sample of 328 maritime pilot applicants, binary logistic regression was conducted to determine if any of the PRF-E variables were significant predictors of pilot selection. The results of the logistic regression analysis illustrated a significant predictive relationship between 9 of the 22 PRF-E scales and maritime pilot selection, specifically the traits of abasement, achievement, change, cognitive structure, dominance, harmavoidance, sentience, desirability, and infrequency. Future research should examine the relationship between selected maritime pilots' personality traits and job performance. Potential contributions to positive social change include improving the capability of maritime pilot commissions and associations to make more informed and effective selection decisions. The continued assessment of maritime pilot candidates' personality traits could support the prevention of future vessel accidents, ecological damage, human injuries, and fatalities.

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¡^