This report reviews the recent improvements of the research on Person-Organization fit (P-O) and Person-Job fit (P-J). They are both most extensively studied fits in framework of worker selection. Within this report the concepts of P-O & P-J have been reviewed reaching a summary that P-J fit is known as important during the earlier phases (screening stage) of selection whereas P-O fit is a necessity in later phases (interviews etc) of selection process of a worker.
INTRODUCTION
The theory of Person-Environment (PE) assumes that positive replies appear when individuals have a tendency to fit or match the surroundings. For example, When a good fit is out there among person & environment, PE fit ideas of vocational choice propose incident of high satisfaction, mental & physical well-being when there exists good fit (Dawis & Lofquist, 1984; Holland, 1997). Considerable research supports the proposition that folks are content with and change most easily to jobs that are congruent using their own career-relevant personality types.
PE-fit is conceptualized as an over-all term, under which land more specific notions of fit. Inside the recruitment and selection domain, two common kinds of fit recognized are
Person-Job Fit
This is a match between an individual & requirements of a specific job. Companies often pursue that person-job fit to be able to match the applicant's knowledge and skills to the requirements of specific job openings and focus on an applicant's ability to perform straight away with no training.
Person-Organization Fit
This is match between a person & broader organizational qualities.
Companies while seeking P-O fit concentrate on how well individuals match values of their company & culture. They tend to emphasis on recruiting people with an potential to work & co-operate with other employees in the business.
Person-Job fit Conceptualization
The idea of person-job fit is the traditional foundation for staff selection (Werbel & Gilliland, 1999). The principal concern was limited to finding job seekers with the right skills & skills for a available job in the organization. PJ fit is conceptualized as the match between individual knowledge, skills, and talents (KSA) and needs of the work or the needs/needs of an individual and what is provided by the job (Edwards, 1991; O'Reilly, Chatman, & Caldwell, 1991). Based on natural job previews, accurate and reasonable job information permits applicants to assess the degree of congruence between their KSA and the work requirements (i. e. PJ fit; Breaugh, 1992; Breaugh & Starke, 2000). Applicants who understand a fit between their KSA and the job requirements are probable to stay in the selection process and acknowledge employment offer. RJP research has shown that accurate and reasonable job information during recruitment and selection is associated with positive work outcomes (e. g. low attrition from recruitment process, high job satisfaction, low voluntary turnover, high work performance). From its very easy inception innovating out of technological management, the P-J Fit willpower process significantly gained sophistication with id of both statistically reliable & valid procedures that can be used to measure P-J fit.
Operationalizations of P-J Fit
The operational facet of P-J Fit targets needs-supplies and demand-abilities perspective (Edwards, 1991). Therefore, P-J fit can be defined as the fit between desires of your person vs attributes of employment OR abilities of any person vs demands of employment. This needs-supplies and demand-abilities fit are prolonged conceptualizations of complementary fit. Supplementary fit will not apply to P-J fit as it can be involved to the person only & not the job. In employee selection procedures, strategies used to examine P-J fit include lab tests, reference inspections, resumes & a number of other selection tools (Werbel & Gulliland, 1999).
Outcomes of P-J Fit
Employee selection process generally in most organization has typically focused on reaching P-J Fit (Werbel & Gulliland, 1999). Another contributor creating P-J fit is job design strategy backed by organization entrance (Brosseau, 1984).
Considerable evidences show a advanced of P-J fit has positive effects. P-J fit books by Edwards (1991) recognized low stress in job, attendance, retention, performance and job satisfaction are benefits positively influenced by P-J fit. Analysts demonstrated that structured & validated procedures for identifying P-J fit have resulted in more effective collection of employees when compared to unstructured techniques
Person-Organisation Fit Conceptualization
P-O fit can be defined as compatibility between people & organizations (Kristof, 1996). In relation to employee selection research, P-O fit can be conceptualized as the match between an applicant & boarder organizational features. The key to keep the flexible & committed work force, which is essential in a competitive and limited labor market, is P-O fit.
The P-O fit research can be traced back again to Schneider's (1987) ASA construction (Attraction-Selection-Attrition). According to Schneider, people are always on the look out for situations attractive to them alternatively than fit any assigned situation. Schneider argued that an organization can be viewed as as a predicament, which implies that people can be attracted to it, be picked to be a part from it, remain if indeed they have good P-O fit or leave the organization incase there is absolutely no good fit.
Operationalizations OF P-O fit
There has been an ongoing debate regarding the operationalizations of the P-O build.
Kristof (1996) review of P-O fit books recognized four operationalizations of P-O fit.
Measuring the similarity between basic characteristics of people and organizations. The best way to measure this to check the congruence between specific & organizational values
Goal congruence with organizational leaders
Match between individual choices or needs & organizational set ups and systems. This operationalization of P-O fit reveal the need-supplies fit curve.
Match between specific characteristics of individual personality & organizational climate or organizational personality. Organizational Local climate is often operationalized in conditions of materials such as rewards systems or communication types. This point takes into account both the supplementary & need-supplies fit perspectives.
Outcomes Of PO Fit
According to Schneider's ASA framework, the attraction between people & organizations derive from their similarity. This impact the job choice approach of an applicant & hiring decisions in organizations. Empirical facts supports the actual fact that both applicant job-choice patterns & organization's hiring practices are antecedents of P-O Fit. From entry point, individuals & organization socializations practice contributes to P-O fit. Empirical evidences support reality (Chatman, 1991)
High level of this fit can be related to positive outcomes. P-O fit can be tied to job satisfaction & firm commitment
This fit could anticipate purpose of quit & turnover (Chatman, 1991 ; O'Reilly et al. , 1991) and was also related to citizenship behaviours (O'Reilly & Chatman, 1986), contextual performance and do it yourself reported teamwork.
High degree of P-O fit may have positive or negative organizational level benefits (Schneider, 1987).
Relationship between P-O fit & P-J Fit
P-O fit & P-J fit are unique constructs conceptually. Many researchers have reported have reported low correlations between real PO Fit an P-J fit (O'Reilly et al. , 1991 ; Higgins, 2000) and identified P-O fit & P-J fit(Kristof-Brown, 2001). Factor analysis proved that the work job seekers and recruiters could identify or differentiate P-O & P-J fit ( Kristof-Brown, 2000). Kristof Dark brown (2000) arrived to a finish recruiters' identified P-O & P-J were different in terms of antecedents & they offered unique prediction of employer's hiring recommendations.
Lauver Kristof -Brown (2001) found that employees' P-O fit could anticipate his intention to quit & performance than the P-J fit. Both these matches directly damaged new employees' outpu including stress, job satisfaction & turnover. P-J possessed the most effect on work attitudes accompanied by P-O fit. ----
P-O fit & P-J In Staff Selection
Employee selection can split into two different techniques : prescriptive & descriptive. The prescriptive type of approach target at points what managers must do in getting the right applicant. This process usually focuses on the criteria-related valuation of the key strategy as the predictor site. The descriptive way specializes in the part what managers do in their selection strategies. They describe how the focal concept computes in the actual process. Prescriptive & Descriptive approaches for P-O & P-J fit in selection process can be summarized the following.
Prescriptive Strategy In Selection
Traditionally, the choice process was bend on obtaining P-J fit (e. g American organizations). Both experts & researchers recommended that P-J fit is now less important when compared to others works with. The problems they experienced from P-J fit were the extended criterion domain name & predictor factor (Werbel & Gilliland, 1999). Borman & Motwildo (1993) were of the thoughts and opinions that collection of a candidate should be associated with business effectiveness. Distinguishing activity & contextual performance should be done. Researchers recognized many similar principles in relation to contextual performance such as pro-social action, extra role patterns & organizational citizenship patterns. Predicated on these conclusions, they advised decisions on selecting needs to go beyond P-J fit, taking into consideration the expanded criterion domains.
The arguments for broadened criterion site can be summarized as follows. First the
Employers must be aware that the appointed employees will carry multiple tasks over the time of his occupation. This leads to disagreement with the fact of an employee performing a specific job as mention in P-J fit. Second indicate which they stressed was in collection of an applicant by way of a administrator should be predicated on applicant's conformity with beliefs & vision of the business. Third, P-J fit has some ideas of careers themselves. Within an expanded criterion website, teamwork & versatility should be studied into consideration while selecting a employee.
With these restrictions in P-J fit for worker selection, most practitioner & researchers suggest use of P-O Easily fit into selection of an employee.
As high levels of P-J & P-O fit contributes to positive results such as job satisfaction, performance & organizational commitment, both P-J & P-O should be included in the selection process.
Using P-J easily fit into the initial selection process & using P-O Easily fit into the last mentioned or final periods of collection of a worker would be ideal.
Descriptive Way on Fit in Selection
These days despite the extensive concentrate on P-J fit for a range process, many experts argue that key elements of P-O fit has been included (Chatman, 1989).
One the most used selection method for assessing an applicant is Interviewing. Managers are very thinking about performing them as they feel it to be the best way of selecting candidates who appear to fit to the organization. Prior to interviews, applicants are picked for interview with P-J fit evaluations. Through the interview, professionals usually concentrate the applicant's P-O fit.
Based on theories, analysts always emphasis that P-O fit plays a major role at later levels of employment selection than in the earlier periods (Kristof-Brown, 2000 ). Although argument is realistic, we are not sure about the later stages of selection process in a business. Chance for weighing P-J fit more than P-O fit by professionals should be taken into consideration.
CONCLUSION
To conclude, as high degrees of P-J & P-O fit contributes to positive benefits such as job satisfaction, performance & organizational commitment, both P-J fit & P-O fit elements should be contained in the selection process of an employee.
Considering P-J fit during the earlier or initial levels of selection & calculating the P-O fit through the later phases of selection process of a worker would be ideal.
