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Person-Organisation Fit Essay Contents Person-Organisation Fit2 Forms of P-O fit2 Measures of P-O fit3 Antecedents and outcomes of P-O fit3 Impacts of P-O fit on organisation and individuals4 Performance4 Turnover4 Homogeneity and creativity5 Comparison P-O fit with P-J fit5 Effective management of person-organisation fit6 Importance of Assessing P-O fit in employee selection6 Nurturing P-O fit after the selection process7 Managing P-O fit in organisation with high diversity7 Conclusion10 References12 Bibliography16 Person-Organisation Fit Person-Organisation fit(P-O fit) is broadly defined as the compatibility between people and organisations (Kristof 1996); a compatibility of values and expectations between employee and employer. It is the congruence of an individual’s beliefs and values with the culture, norms, and values of an organization. Forms of P-O fit Kristof (1996) further explains P-O Fit has three main forms. * The first is supplementary fit. It exists when the characteristics of one thing are similar to the same characteristics of something else. * The two other forms of P–O fit are different aspects of complementary fit. Rather than similarity, complementary P–O fit is about one of the parties (the individual or the organization) making the other whole (Muchinsky and Monahan, 1987). It can take several forms such as needs–supplies or demands–abilities relationships (Kristof, 1996). A high level of individual complementary P–O fit exists when the organization supplies what the individual needs. A high level of organizational complementary P–O fit exists when an individual has the abilities, attitudes etc. that the organization demands. Measures of P-O fit Person’s fit to the organisation can be measured on four different levels * Measuring similarity between characteristics of people and organisations * Measuring the goal congruence with organisational leaders or peers (Vancouver, Millsap Peters 1994) * Measuring similarity between individual preferences or needs and organisational systems and structures (Cable Judge 1994) –this reflects the needs-supplies fit perspective. * Measuring similarity between characteristics of an individual personality and organisational climate-sometimes labelled as organisational personality. Bowen et al 1991) Antecedents and outcomes of P-O fit According to Schneider’s (1987) ASA (Attractive-Selection-Attrition) framework people and organisations are attracted to each other based on their similarity. Thus both applicant job choice behaviour and organisations’ hiring practices are the major antecedents of P-O fit. Following organisation entry individual and organisational so cialisation practices contribute to P-O fit. Socialisation helps establish P-O fit between newcomers and organisation (Chatman 1991; Cable Parsons, 2001) Impacts of P-O fit on organisation and individuals High level of P-O fit is related to a number of positive outcomes. P-O fit is correlated to work attitudes like job satisfaction and organisational commitment, organisational citizenship, self reported team work, creativity, and contextual performance (Boxx, Odom and Dunn, 1991; Chatman 1991). It can also predict intention of quit and turnover. Performance Holland (1985) stated that individuals will achieve greatest performance when their skills and traits fit those of the organization. In support of this statement, Caldwell O’Reilly (1990) found that P-O fit is positively related to job performance. Turnover Research examining the relationship between P-O fit and turnover suggests that employees whose values match those of their organization are less likely to experience feelings of incompetence or anxiety (Chatman, 1991). In contrast, employees who do not have a strong fit will either self-select out or will be released by the organization. For this reason, employees who fit with the organization are likely to have higher job satisfaction and lower intentions to quit than those who do not. This is also a measure of organizational commitment (Caldwell O’Reilly, 1990; Chatman, 1991; Saks Ashforth, 1997; Vancouver et al. 1994). Homogeneity and creativity P-O fit research also suggests that employees who have strong fit also possess certain degree of similarity or homogeneity (Lopez McMillan-Capehart, 2003). As a result, a criticism of P-O fit is that it results in employees who think similarly and thus there is less innovation and creative in the organization. Payne, Lane Jabri (1990) have questioned the desirability of too great a fit in creative industries, as ‘group think’ is detrimental to the innovation process. Comparison P-O fit with P-J fit Person-Job fit (P-J fit) is the most common way fit is defined by organizations. Person-Job fit involves the measurement of what we often refer to as â€Å"hard† information about a candidate’s suitability for the tasks that are required for successful performance of a specific job (Handler. C 2004). â€Å"Hard† aspects of P-J Fit include things such as a candidate’s specific skills, their levels of knowledge about specific subject matter, and their cognitive abilities. On the other hand, the elements of P-O Fit are rather soft. That is to say, it’s much more difficult to examine the job-related outcomes of a match between person and an organization as it elates to abstract concepts such as â€Å"values† and â€Å"culture† then it is to examine the outcomes of the match between harder traits, such as a person’s mathematical ability and the related aspects of their job performance. Just because it’s softer in nature and involves less objective constructs then P-J Fit, that doesn’t mean P-O Fit i s any less important. These insights on the two fit concepts suggest that they are complimentary measures that should account for different aspects of job performance and other organisational behaviors of an employee. Effective management of person-organisation fit As can be seen from the nature of the P-O fit, its involvement in the organisation and individual development starts at the selection process itself. It is then nurtured to grow by socialisation trends in the organisation. In this section effective management of P-O fit at various stages is discussed in detail Importance of Assessing P-O fit in employee selection In employee selection research , P-O fit can be conceptualised as the match between applicant and broader organisational attributes. Judge Ferris, 1992;Rynes Gerhart, 1990). P-O fit is very important in maintaining the flexible and committed workforce that is necessary in a competitive business environment and a tight labor market. (Bowen, Ledford Nathan,1991;Kristof 1996) Schneider’s (1987) ASA framework suggests that the sort of people within an organisation shape that organisation, yet that the culture of an organisation endures through changes in personnel. There i s then, a dynamic interaction between the people entering and leaving an organisation and its cultural characteristics. Dress Code EssayWe know that some degree of fit among employees is necessary to have harmony; on the other hand extreme levels of fit can lead to negative consequences such as lessened creativity. This is a dilemma many companies now face. By being attentive to the organizational climate and to the manner in which employees are socialized, it is possible that managers can nurture dissimilar employees so that they fit well with the organization while maintaining their uniqueness. References * Bowen,D. E, Ledford,G. E Nathan,B. R(1991) Hiring for the organisation,not the job. Academy of Management Executive ,5(4) 35-51. Boxx W. R. ,Odom,R. Y. ,Dunn, M. G(1991) Organisational values and value congruency and their impact on satisfaction commitment and cohesion. Public Personnel Management 20,195-205 * Bruce Watt, Mark Busine, Emma Wienker (2005) RECRUITING FOR CULTURE FIT DDI Australia Research Report. * Cable D. M. , Judge, T. A(1994). 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