The Role of Leaders in Person–Organization Fit, Person–Job Fit and Person–Team Fit

2018 ◽  
Vol 47 (1) ◽  
pp. 25-41
Author(s):  
Agnieszka Wojtczuk‑Turek
Keyword(s):  
Organizational Climate ◽  
Work Environment ◽  
Empirical Studies ◽  
Job Fit ◽  
Group Relations ◽  
Positive Group ◽  
Different Types ◽  
Employee Competencies ◽  
Person Organization Fit

The purpose of the article is to analyze the role of leaders in shaping different types of employee fit in the workplace. To complete this aim, research of literature and to‑date empirical studies devoted to this issue was conducted. The key activities of the leader that increase person–job fit are: modification of work environment, provision of resources, supporting the subordinates, developing employee competencies and creating attitudes. Person–team fit can be sustained by way of socialization, building positive group relations and facilitation of interactions, as well as creating positive organizational climate. In the case of increasing person–organization fit, it is essential to reinforce identification with the company and create group cohesion.

Theorizing the role of executive heads in international organizations

2017 ◽  
Vol 24 (4) ◽  
pp. 865-886 ◽  
Author(s):  
Nina Hall ◽  
Ngaire Woods
Keyword(s):  
International Relations ◽  
International Organizations ◽  
Empirical Studies ◽  
Senior Management ◽  
Starting Point ◽  
Political Resource ◽  
Different Types ◽  
Global Agency ◽  
The Impact

International Relations scholars have long neglected the question of leadership in international organizations. The structural turn in International Relations led to an aversion to analysing or theorizing the impact of individuals. Yet, empirical studies suggest that different leaders affect the extent to which international organizations facilitate cooperation among states and/or the capacity of a global agency to deliver public goods. It is difficult to study how and under what conditions leaders have an impact due to the challenges of attributing outcomes to a particular leader and great variation in their powers and operating context. We offer a starting point for overcoming these challenges. We identify three different types of constraints that executive heads face: legal-political, resource and bureaucratic. We argue that leaders can navigate and push back on each of these constraints and provide illustrations of this, drawing on existing literature and interviews with executive heads and senior management of international organizations. Executive heads of international organizations may operate in a constrained environment but this should not stop scholars from studying their impact.

scholarly journals Temporal issues in person–organization fit, person–job fit and turnover: The role of leader–member exchange

2016 ◽  
Vol 69 (12) ◽  
pp. 2177-2200 ◽  
Author(s):  
Corine Boon ◽  
Michal Biron
Keyword(s):  
Elderly Care ◽  
Leader Member Exchange ◽  
Care Organization ◽  
Job Fit ◽  
Exchange Relationships ◽  
High Quality ◽  
Person Environment Fit ◽  
Member Exchange ◽  
Person Organization Fit

Person–environment fit has been found to have significant implications for employee attitudes and behaviors. Most research to date has approached person–environment fit as a static phenomenon, and without examining how different types of person–environment 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 leader–member exchange in the relationship between two types of person–environment fit over time: person–organization and person–job 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 person–organization fit at T1 is positively associated with person–job fit at T2, but only for employees in high-quality leader–member exchange relationships. Higher needs–supplies fit at T2 is associated with lower turnover at T3. In contrast, among employees in high-quality leader–member exchange relationships, the demands–abilities dimension of person–job fit at T2 is associated with higher turnover at T3.

scholarly journals De rol van grote levensgebeurtenissen bij langer doorwerken

2021 ◽  
Vol 24 (2) ◽  
pp. 22-38
Author(s):  
Karen Pak
Keyword(s):  
Life Events ◽  
Empirical Studies ◽  
Job Resources ◽  
Job Fit ◽  
Major Life Events ◽  
Major Life ◽  
Content Type ◽  
Private Lives ◽  
Working Lives

SUMMARY Due to demographic trends organizations are challenged to extend the working lives of their employees. Therefore, research in to the extension of working lives is increasing. However, there are few empirical studies that study the role of major life events in this process. The goal of this article is to examine through which process major life events can influence the ability, motivation, and opportunity to continue working. To meet this goal 33 employees were interviewed. This article shows that major life events can have a major impact on the ability, motivation, and opportunity to continue working. Major life events can cause changes in the resources and demands that an individual faces. When these fluctuations lead to changes in person-job fit the ability, motivation, and opportunity to continue working are influenced. Employees who experience major life events in their private lives find it important to have access to accommodative practices, whereas employees who experience major life events at work find it important to have access to developmental and utilization practices. It is always important that employees who experience major life events receive sufficient job resources such as the support of colleagues and the supervisor, regardless of the type of life event that they experience.

scholarly journals How Person-Supervisor Fit Influence the Work Engagement of New Hires?

2021 ◽  
Vol 8 (9) ◽  
pp. 125-130
Author(s):  
Yuanyuan Wang ◽  
Keyword(s):  
Work Engagement ◽  
Positive Impact ◽  
Cluster Sampling ◽  
Mediation Model ◽  
Job Fit ◽  
Mediating Role ◽  
Influencing Mechanism ◽  
Person Organization Fit ◽  
New Hires

For new hires, receiving support from their supervisor is critical for familiarizing themselves with their job and engaging it as soon as possible. The aim of this paper is to explore the influencing mechanism of person-supervisor fit(PSF) on the work engagement(WE) of new hires as well as the mediating role of person-organization fit(POF) and person-job fit(PJF). Five hundred new hires were selected through cluster sampling, and asked to fill out questionnaires measuring PSF, POF, PJF, and WE. In total, 486 questionnaires were valid. The study found that PSF positively influenced new hires’ WE. This positive impact was fully realized through the two mediation paths of POF and PJF. Therefore, a two-mediation model was established. PSF was highly important to the WE of new hires, but this effect was fully realized through the indirect paths of POF and PJF.

Development of the Person–Family Fit Construct: An Extension of Person–Environment Fit into the Family Domain

2019 ◽  
Vol 6 (2) ◽  
pp. 156-176 ◽  
Author(s):  
M. K. Dinithi Padmasiri ◽  
Pavithra Kailasapathy ◽  
A. K. L. Jayawardana
Keyword(s):  
Work Environment ◽  
Family Environment ◽  
Work And Family ◽  
Working Environment ◽  
Job Fit ◽  
Operational Level ◽  
Person Environment Fit ◽  
The Family ◽  
Managerial Implications ◽  
Person Organization Fit

This article defines a person’s environment as a combination of work and family environments by extending the person–environment fit theory to include the family domain. The study extends the person–environment fit construct by including person–job fit, person–organization fit, person–group fit, person–supervisor fit (all in work environment) and person–family fit (family environment). In the two studies that were carried using operational-level employees from various industries, we empirically develop a scale for the new concept person–family fit, validated person–family fit scale and the person–environment fit construct. This study makes several theoretical contributions including defining person–family fit construct, developing a scale to measure the same and confirming its inclusion into the person–environment fit construct. Managerial implications are provided to ensure person–job fit, person–group fit, person–supervisor fit and person–family fit in the working environment.

scholarly journals A Study in the Relationship Between Supportive Work Environment and Employee Retention: Role of Organizational Commitment and Person–Organization Fit as Mediators

SAGE Open ◽  
2020 ◽  
Vol 10 (2) ◽  
pp. 215824402092469
Author(s):  
Shumaila Naz ◽  
Cai Li ◽  
Qasim Ali Nisar ◽  
Muhammad Aamir Shafique Khan ◽  
Naveed Ahmad ◽  
...  
Keyword(s):  
Organizational Commitment ◽  
Work Environment ◽  
Fast Food ◽  
Structural Equation ◽  
Employee Retention ◽  
Equation Modeling ◽  
Person Organization Fit ◽  
Relationship Of ◽  
The Relationship

The main aim of the study was to empirically investigate the mediating role of organizational commitment (OC) and person–organization fit (POF) between the causal relationship of supportive work environment (SWE) and employee retention (ER). One thousand questionnaires were sent to the targeted population included employees of all chains of multinational fast-food brands (restaurants) in Lahore, Pakistan. The restaurants were selected from clusters by using a cluster sampling technique. Questionnaires were comprised of multiple items adopted from former studies to obtain responses using quantitative methodology. For statistical analysis and to test the proposed hypothesis, the partial least squares (PLS) structural equation modeling (SEM) technique was employed through Smart PLS 2.0 M3 software. The study’s findings elucidated that SWE has a positive and significant association with ER. In addition, OC and POF acted as mediators between the relationship of a SWE and ER. This study presented implications for human resource (HR) practitioners that they should endure developing mechanisms for imparting a SWE to foster healthy exchange relationships with people, which in turn will result in ER. This article significantly contributed to the extant literature on the relationship of the SWE and ER while highlighting the critical factors to be noticed for retaining key employees. This study also explicated the limitations and scope for further research.

The relationship between career adaptability and job outcomes via fit perceptions: A three-wave longitudinal study

2020 ◽  
Vol 29 (3) ◽  
pp. 196-204
Author(s):  
Harleen Kaur ◽  
Rajpreet Kaur
Keyword(s):  
Work Environment ◽  
Self Regulation ◽  
Underlying Mechanism ◽  
Career Adaptability ◽  
Job Fit ◽  
Job Outcomes ◽  
Career Construction Theory ◽  
Person Environment Fit ◽  
The Relationship

Drawing on the career construction theory and person–environment fit theory, the current research aimed to investigate whether career adaptability could enhance job outcomes. Further, the study examined the role of person–job fit as an underlying mechanism explaining the relationship between career adaptability and job outcomes. The data were collected in three waves from 239 Indian banking employees. The results suggest that possessing psychosocial meta-capacities in the form of career adaptability stimulates employees’ self-regulation in achieving a work–environment fit, consequently leading to favourable job outcomes. The current study is the first to validate the psychological pathways linking career adaptability and job outcomes via person–job fit. Study findings carry implications for career practitioners/counsellors to acknowledge the role of career adaptability in regulating individual capacities for career development. Elaborating the interconnection between domains of career and jobs, the study encourages organizations to consider career adaptability for improving fit and job outcomes.

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