9 research outputs found
PersonâEnvironment Fit: A Review of Its Basic Tenets
This review addresses the three basic principles of personâenvironment fit theory: (a) The person and the environment together predict human behavior better than each of them does separately; (b) outcomes are most optimal when personal attributes (e.g., needs, values) and environmental attributes (e.g., supplies, values) are compatible, irrespective of whether these attributes are rated as low, medium, or high; and (c) the direction of misfit between the person and the environment does not matter. My review of personâjob and personâorganization fit research that used polynomial regression to establish fit effects provides mixed support for the explanatory power of fit. Individuals report most optimal outcomes when there is fit on attributes they rate as highest, and they report lowest outcomes when the environment offers less than they need or desire. Linking these findings to individuals' abilities and opportunities to adapt, I reconsider fit theory and outline options for future research and practice
Who Wants to Be an Intrapreneur? Relations between Employees' Entrepreneurial, Professional, and Leadership Career Motivations and Intrapreneurial Motivation in Organizations
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Temporal issues in personâorganization fit, personâjob fit and turnover: The role of leaderâmember exchange
Personâenvironment fit has been found to have significant implications for employee attitudes and behaviors. Most research to date has approached personâenvironment fit as a static phenomenon, and without examining how different types of personâenvironment fit may affect each other. In particular, little is known about the conditions under which fit with one aspect of the environment influences another aspect, as well as subsequent behavior. To address this gap we examine the role of leaderâmember exchange in the relationship between two types of personâenvironment fit over time: personâorganization and personâjob fit, and subsequent turnover. Using data from two waves (T1 and T2, respectively) and turnover data collected two years later (T3) from a sample of 160 employees working in an elderly care organization in the Netherlands, we find that personâorganization fit at T1 is positively associated with personâjob fit at T2, but only for employees in high-quality leaderâmember exchange relationships. Higher needsâsupplies fit at T2 is associated with lower turnover at T3. In contrast, among employees in high-quality leaderâmember exchange relationships, the demandsâabilities dimension of personâjob fit at T2 is associated with higher turnover at T3