scholarly journals Effects of Person-Organization Fit and Person-Job Fit on Occupational Commitment, Organizational Commitment, and Turnover Intentions of Cooks

2010 ◽  
Vol 16 (5) ◽  
pp. 50-63 ◽  
Author(s):  
제민지 ◽  
Young Gook Kim
Keyword(s):  
Organizational Commitment ◽  
Turnover Intentions ◽  
Occupational Commitment ◽  
Job Fit ◽  
Person Organization Fit

scholarly journals How to Keep Sustainable Development Between Enterprises and Employees? Evaluating the Impact of Person–Organization Fit and Person–Job Fit on Innovative Behavior

2021 ◽  
Vol 12 ◽  
Author(s):  
Yuan Tang ◽  
Yun-Fei Shao ◽  
Yi-Jun Chen ◽  
Yin Ma
Keyword(s):  
Job Satisfaction ◽  
Sustainable Development ◽  
Organizational Commitment ◽  
Turnover Intention ◽  
Turnover Intentions ◽  
High Tech ◽  
Innovative Behavior ◽  
Job Fit ◽  
Person Organization Fit ◽  
The Impact

High-tech industries often regard workers as their main source of value creation. In order to stimulate their employees' willingness to innovate and their innovative behavior and reduce the turnover intention, companies are now seeking to establish employer–employee relationships in which their employee's willingness to stay is not simply driven by extrinsic motivations. Therefore, it is an important topic in human resources for companies to implement measures that encourage employees to willingly devote themselves to their jobs and consider organizational growth as a component of their career development. This study aimed to investigate the effect of person–organization fit and person–job fit on employees' innovative behavior and turnover intention via the mediators including job satisfaction and organizational commitment. Six hundred ninety-seven employees from China's eight major high-tech industries were examined in this study, and the empirical results were analyzed using partial least squares. Based on the results, it is suggested that the person–organization fit and person–job fit are both crucial factors affecting employees' job satisfaction and organizational commitment, which, in turn, increase employees' willingness to innovate in their jobs and reduce their turnover intentions. Furthermore, this study could serve as a reference for companies in selecting employees, promoting job satisfaction, and developing strategies for sustainable development.

scholarly journals Fit to Last? Investigating How Person-Job Fit and Person-Organization Fit Affect Turnover Intention in the Retail Context

2020 ◽  
Vol 11 (22) ◽  
pp. 407-428
Author(s):  
Gentrit Berisha ◽  
Rrezon Lajçi
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Indirect Effect ◽  
Turnover Intention ◽  
Work Attitudes ◽  
Job Fit ◽  
High Turnover ◽  
Negative Effect ◽  
Person Organization Fit ◽  
Positive Effect

Retail supermarket chains face high turnover that creates costs and compromises customer satisfaction. Turnover intention is influenced by the fit or misfit of employees to the job and the organization, as well as their satisfaction with the job and the commitment to the organization. This paper investigates the relationship of person-job (P-J) and person-organization (P-O) fit with job satisfaction and organizational commitment. A total of 211 questionnaires from employees in the retail supermarket chains in Kosovo were collected. Regression analysis is used to test the relationships between fit constructs and work attitudes as outcomes and their effect on turnover intention. Bootstrap mediation is used to test the direct and indirect effect of fits on turnover intention. Results show that person-job fit and person-organization fit have a significant positive effect on job satisfaction and organizational commitment. All these constructs have a negative effect on turnover intention. P-J and P-O fit have a direct negative effect on turnover intention, which is also partially mediated by job satisfaction and organizational commitment. This paper supports previous evidence that P-J and P-O fit have a positive effect on work attitudes and eventually reduce turnover intention. The direct effect of fits on turnover intention is stronger than the indirect effect, mediated by job satisfaction and organizational commitment.

scholarly journals Reawakening perceived person organization fit and perceived person job fit: Removing obstacles organizational commitment

2020 ◽  
pp. 2993-3002 ◽  
Author(s):  
Mochamad Soelton ◽  
Noermijati Noermijati ◽  
Fatchur Rohman ◽  
Mugiono Mugiono ◽  
Irfan Noviandy Aulia ◽  
...  
Keyword(s):  
Organizational Commitment ◽  
Job Fit ◽  
Person Organization Fit

Organizational/occupational commitment and organizational/occupational turnover intentions

2015 ◽  
Vol 44 (4) ◽  
pp. 470-491 ◽  
Author(s):  
Amna Yousaf ◽  
Karin Sanders ◽  
Qaisar Abbas
Keyword(s):  
Organizational Commitment ◽  
Turnover Intention ◽  
Electronic Mail ◽  
Turnover Intentions ◽  
Occupational Commitment ◽  
Affective Organizational Commitment ◽  
Online Questionnaire ◽  
Content Type ◽  
Meaningful Relationship ◽  
Percent Response Rate

Purpose – The purpose of this paper is to draw meaningful relationship between two foci of commitment (i.e. affective organizational and affective occupational) and two types of turnover intentions (i.e. organizational and occupational turnover intention). Design/methodology/approach – Using random sampling approach, the authors collected data from both academic and support staff of a Dutch university. An online questionnaire was developed and sent through electronic mail to 752 of the total employees. A total of 153 employees responded; yielding approximately 21 percent response rate. Findings – The results revealed that affective organizational commitment and affective occupational commitment were positively related to each other. Affective organizational commitment was negatively related to organizational turnover intention and this relationship was buffered by affective occupational commitment. Affective occupational commitment was negatively related both to occupational and organizational turnover intention. Last study hypothesis, however, could not gain support as affective organizational commitment did not moderate the affective occupational commitment-occupational turnover intention relationship. Research limitations/implications – Theoretical and practical implications of the study are discussed in the end. Originality/value – The study poses some valuable contributions to the existing body of literature by exhibiting the role affective occupational commitment in the models of organizational turnover intention and that of affective organizational commitment in occupational turnover intention models which has been over looked so far.

The Relationship Among Job Satisfaction, Oreganizational Commitiment and Employees’ Turnover at Unilever Corporation in Nigeria

2017 ◽  
Vol 5 (1) ◽  
pp. 370
Author(s):  
Chiemeke Kingsley Chiedu ◽  
Choi Sang Long ◽  
Hapriza BT Ashar
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Performance ◽  
Employee Turnover ◽  
Turnover Intentions ◽  
Pearson Correlation ◽  
Negative Relationship ◽  
Survey Method ◽  
Employee Turnover Intentions ◽  
The Relationship

Employee turnover has become a key performance indicator for many organizations as they struggle to retain talented employees. The negative impact of turnover on organizational performance has continually forced organizational leaders to seek better ways of retaining valuable employees. The relationship between man and work has always attracted the attention of philosophers. A major part of men’s life is spent at work. Work is social reality and social expectation to which men seem to conform. It not only provides status to the individual but also binds him to the society. An employee who is satisfied with his job would perform his duties well and be committed to his job, and subsequently to his organization. This paper examines relationship among job satisfaction, organizational commitment and employees’ turnover intentions at Unilever Corporation in Nigeria. The data for this study was collected from 117 employees currently working at Unilever Nigeria PLC using the survey method via the questionnaire. Pearson Correlation and the multiple regression analysis techniques using the SPSS version 22.0 was used for the data analysis. The findings of the study revealed that both job satisfaction and organizational commitment have significant negative relationship with employee turnover intentions. In addition, organizational commitment was revealed to have a more dorminant influence on employee turnover intentions than job satisfaction. Based on these findings, the implications, recommendations, practice, and theory were discussed.

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