Suchergebnisse

This study explored the perceived importance of person-job fit and person-organization fit between and within three interview stages (i.e., initial, final, and single stage). The initial and final interviews refer to the sequential interviews conducted in a multiple-stage selection
process and the single interview refers to the only interview conducted before a final decision is made. Using 446 campus recruiters, it was shown that: 1) P-J fit was perceived as more important than P-O fit in the initial interview; 2) the importance of P-J fit becomes lower from the initial
interview to the single interview and from the initial interview to the final interview; and 3) the importance of P-O fit becomes higher from the initial interview to the single interview and from the initial interview to the final interview. Empirical implications and future directions are
discussed.

PurposeThis study seeks to investigate the multidimensionality person‐group (PG) fit. It first aims to examine values‐based, personality‐based, and KSA‐based fit as distinct PG fit dimensions. It then also aims to examine fit as an aggregate construct (each dimension combines to form a latent PG fit construct), and as a superordinate construct (an overarching assessment of compatibility drives the individual fit dimensions). It also aims to propose that the distinct dimensions or the overall perception predict commitment to team, employee voice, and knowledge sharing, resulting in a final outcome of employee task performance.Design/methodology/approachData were collected using longitudinal survey methodology from three different sources (793 employees, their supervisors and the Human Resources department) in a manufacturing firm in Korea. The various models were evaluated using structural equation modeling.FindingsThe distinct dimensions model, in which values‐based fit predicted commitment to the team, personality‐based fit predicted voice behaviors, and KSA‐based fit predicted knowledge sharing, was mostly supported. Each of these intermediary factors predicted supervisors' ratings of individual task performance. Although each dimension had unique impact on the outcomes, results suggested that a superordinate PG construct might be driving the more specific fit assessments. The aggregate model was not supported.Originality/valueThis study is the first to show how different dimensions of PG fit may differentially influence affect and behavior, to predict task performance. It also shows the first evidence for PG fit as a superordinate multidimensional construct. Results provide a basis for new knowledge regarding the multi‐faceted relationship between fit perceptions and outcomes.

Zusammenfassung
Hintergrund
In einer eigenen vorhergehenden Studie wurden Effekte des Person-Environment (P-E) Fit in Feminität auf Burnout und Arbeitsengagement sowie Effekte des P‑E Fit in Maskulinität auf Haarkortisol als biologischen Stressmarker bei Frauen nachgewiesen.

Fragestellung
Es werden Effekte des P‑E Fits in Feminität und Maskulinität auf Burnout und Arbeitsengagement sowie mögliche Gruppeneffekte durch Geschlecht und Führungsverantwortung untersucht. Die Stichprobe besteht aus 950 Berufstätigen: 397 Frauen und 551 Männern im Alter von 19 bis 70 Jahren (M = 29,86, S = 7,71), darunter 300 Führungskräfte.

Methoden
Die Querschnittsdatenerhebung wurde als Online-Befragung durchgeführt. Individuelle Feminität und Maskulinität sowie die der Arbeitsumgebung wurden mittels Geschlechtstypizitätsskala (GTS+) erhoben. Daraus wurden die Prädiktoren P‑E Fit in Feminität und P‑E Fit in Maskulinität berechnet. Burnout und Arbeitsengagement wurden als Ergebnisvariablen mit dem DearEmployee-Survey gemessen. In Modellen der hierarchischen linearen Regression wurde nach Berücksichtigung der Kontrollvariablen sowie Arbeitsfaktoren jeweils der Zuwachs an Varianzerklärung ($$\Updelta$$
∆
R2) durch die Prädiktoren und Interaktionsterme mit Moderatoren (Geschlecht und Führungsposition) beobachtet.

Ergebnisse
P‑E Fit in Maskulinität zeigte signifikanten Effekt auf Burnout, stärker bei Personen ohne Führungsverantwortung, Geschlecht zeigte keine Moderationseffekte. P‑E fit in Feminität zeigte (ohne Gruppeneffekte) eine Varianzaufklärung bei Burnout und Arbeitsengagement.

Schlussfolgerung
P‑E Fit in Maskulinität könnte bei Personen ohne Führungsverantwortung in Bezug auf Burnout ein bedeutender Prädiktor sein. P‑E Fit in Feminität könnte ein bedeutender Faktor für Burnout und Arbeitsengagement sein.

Purpose– The purpose of this paper is to build on previous studies on the link between objective and subjective person-organization fit (P-O fit) and argue that the strength between objective and subjective fit is contingent on advertisement attractiveness and organizational image. Accordingly, the authors observe if advertisement attractiveness and organizational image help to strengthen the objective-subjective P-O fit relation.Design/methodology/approach– The authors conduct a survey among 942 individuals and compare between prospective jobseeker (n=629) and actual jobseeker (n=313) subsamples.Findings– Generally, the authors show that ad advertisements positively moderates the relation between objective and subjective fit. Moreover, the authors show that advertisement attractiveness moderates the relationship between objective and subjective fit for prospective jobseekers while the moderating influence of advertisement attractiveness is not significant for actual jobseekers. Organizational image, however, is shown to act as a negative moderator, particularly for the actual jobseeker sample.Research limitations/implications– The authors aim to contribute to prior research by emphasizing how the link between objective and subjective P-O fit can be elevated by cues such as advertisement attractiveness and might be disturbed by a very good organizational image.Practical implications– This study informs practitioners how two important recruitment signals, job advertisement and organizational image, influence the transmission of objective into subjective fit and thus help firms to improve their recruitment efforts.Originality/value– Even though many studies support the effects of P-O fit on organizational attractiveness or application intentions, only little is known in terms of how the relationship between the two dimensions of P-O fit – objective and subjective fit – can be positively influenced. Hence, there is a lack of understanding of how firms can focus their recruitment efforts effectively on highly fitting individuals.