Analysing mediating effects underlying the relationships between P–O fit, P–J fit, and organisational commitment

The Influence of Person–Job Fit, Work–Life Balance, and Work Conditions on Organizational Commitment: Investigating the Mediation of Job Satisfaction in the Private Sector of the Emerging Market

“…The literature has theoretically explained the relationship of person-job fit and affective organizational commitment with the help of social exchange theory (SET), but empirical testing has largely been scarce [29,30]. Person-job fit (PJ fit) is defined as "the match between an individual and the requirements of a specific job" [50].…”

“…Lok and Crawford (2004) investigated the influence of education, age, and experience on affective organizational commitment in Australian and Chinese samples and suggested that these relationships should be further probed in other societies with varied managerial practices, philosophies, and organizational cultures [28]. Moreover, Straatmann et al (2020), in a fairly recent study, called for investigating affective organizational commitment for employees relevant to both the duration of employment in the organization and total experience in the industry [29].…”

Organisational justice, organisational identification and job involvement: the mediating role of psychological need satisfaction and the moderating role of person-organisation fit

“…Employees with high P-O fit share similar motives and goals as that of the organisation (Meglino and Ravlin, 1998), have better understanding of organisational needs, priorities, rules and regulations (Edwards and Cable, 2009) and are therefore well-adjusted in the workplace (O'Reilly et al, 1991), which makes the organisation more attractive to such employees (Yu, 2014). As a result, employees with high P-O fit develop positive feelings about the organisation, which facilitates the internalization of the organisation as well as its job tasks into the self (Astakhova and Porter, 2015;Straatmann et al 2017). As employees with high P-O fit react more positively (Kristof-Brown et al 2005) and are likely to better respond to signals (such as PNS) that the organisation sends through its best HR practices (Boon et al 2011), the intended effects of PNS on employees' identification with the organisation and job are likely to be greater when P-O fit is high.…”

“…Since employees strive for a positive self-concept, higher levels of P-O fit coupled with need satisfaction significantly enhance their perceptions of belongingness towards the organisation. In such situations when both P-O fit and PNS are high, organisational membership may positively reflect on the self, and subsequently further the positive selfconcept that is sought after by the employees (Straatmann et al 2017;van Knippenberg & Sleebos, 2006). Similarly, while need satisfaction enhances job involvement by making job tasks more meaningful and intrinsically enjoyable for employees (Gagne and Deci, 2005), the Neeru Malhotra, Sunil Sahadev & Nur Qamarina Sharom Accepted for publication in The International Journal of Human Resource Management, 14 April 2020 DOI: 10.1080/09585192.2020.1757737 effect is likely to be much stronger among the high P-O fit cohort because such employees are willing to take initiative and show loyalty and enthusiasm for their employing organisation (Boon et al 2011).…”

“…Similarly, while need satisfaction enhances job involvement by making job tasks more meaningful and intrinsically enjoyable for employees (Gagne and Deci, 2005), the Neeru Malhotra, Sunil Sahadev & Nur Qamarina Sharom Accepted for publication in The International Journal of Human Resource Management, 14 April 2020 DOI: 10.1080/09585192.2020.1757737 effect is likely to be much stronger among the high P-O fit cohort because such employees are willing to take initiative and show loyalty and enthusiasm for their employing organisation (Boon et al 2011). As high P-O fit employees align their personal goals with those of the organisation (Erdogan and Bauer, 2005), they are willing to expend more effort on job tasks on behalf of the organisation (Straatmann et al 2017). Accordingly, when their psychological needs are met, such employees are likely to get more involved with their job tasks (Blau, 1987) as compared to employees with low P-O fit.…”