Resolution, Relief, And Resignation:A Qualitative Study Of Responses To Misfit At Work

Research has portrayed person–environment (PE) fit as a pleasant condition resulting from people being attracted to and selected into compatible work environments; yet, our study reveals that creating and maintaining a sense of fit frequently involves an effortful, dynamic set of strategies. We used a two-phase, qualitative design to allow employees to report how they become aware of and experience misfit, and what they do in response. To address these questions, we conducted interviews with 81 individuals sampled from diverse industries and occupations. Through their descriptions, we identified three broad responses to the experience of misfit: resolution, relief, and resignation. Within these approaches, we identified distinct strategies for responding to misfit. We present a model of how participants used these strategies, often in combination, and develop propositions regarding their effectiveness at reducing strain associated with misfit. These results expand PE fit theory by providing new insight into how individuals experience and react to misfit—portraying them as active, motivated creators of their own fit experience at work

Latent Trait Theory Approach to Measuring Person-Organization Fit: Conceptual Rationale and Empirical Evaluation

The purpose of this article is to offer a new approach to measuring person-organization (P-O) fit, referred to here as “Latent fit.” Respondents were administered unidimensional forced choice items and were asked to choose the statement in each pair that better reflected the correspondence between their values and those of the organization; scaling was done using an item response theory (IRT) model for stimulus endorsement. An empirical study comparing this new approach to two traditional P-O fit measurement approaches was also conducted. The results indicated that the Latent fit approach had merit, with the fit scores exhibiting theoretically expected patterns of relations with other variables and incremental validity in predicting intentions to leave

Perceived Behavioral Integrity: Relationships with Employee Attitudes, Well-Being, and Absenteeism

absenteeism, behavioral integrity, employee attitudes, job satisfaction, performance, managerial ethics, person-environment fit, stakeholder theory, stress,

Effect of cognitive abilities on crowdsourcing task performance

Abstract Matching crowd workers to suitable tasks is highly desirable as it can enhance task performance, reduce the cost for requesters, and increase worker satisfaction. In this paper, we propose a method that considers workers’ cognitive ability to predict their suitability for a wide range of crowdsourcing tasks. We measure cognitive ability via fast-paced online cognitive tests with a combined average duration of 6.2 min. We then demonstrate that our proposed method can effectively assign or recommend workers to five different popular crowd tasks: Classification, Counting, Proofreading, Sentiment Analysis, and Transcription. Using our approach we demonstrate a significant improvement in the expected overall task accuracy. While previous methods require access to worker history or demographics, our work offers a quick and accurate way to determine which workers are more suitable for which tasks