However, due to information asymmetry between job providers and applicants (Vogel et al., 2016), the former attempt to sell the latter on the job and the company (Billsberry, 2007; Sthapit, 2010), while the latter strive to convince the former that they are the most capable candidate (Kristof-Brown, Barrick, & Franke, 2002). As such, both parties can hold unrealistic expectations of the other. Based on the job information that newcomers gathered during the job search process and post-hire stages (Saks & Ashforth, 1997, 2002), newcomers may form initial perceptions towards their job after they have entered the organization (Baur, Buckley, Bagdasarov, & Dharmasiri, 2014). Hence, person-job (P-J) misfit is more likely to occur when newcomers realize that their knowledge, skills, or abilities do not match the job demands (i.e. demand-ability misfit; D-A misfit) or that the job does not satisfy their personal needs (i.e. need-supply misfit; N-S misfit). As noted by Kristof-Brown and Guay (2011), "misfit is a subject that has been largely overlooked by researchers, we know little about how [these employees] behave or cope." Therefore, several important research questions remain unaddressed in the misfit literature. First, although a few researchers have quantitatively explored the negative consequences of employee misfit (e.g.