Does the relationship between person–organization fit and work attitudes differ for blue-collar and white-collar employees?

Abstract

Purpose Most employee attitudes and behaviors are determined by both personal and situational characteristics. Studies on person–organization fit (POF), which is defined as the congruence between individual and organizational values, also support this assumption. Employees who perceive high POF have high positive work attitudes and low intention to leave. However, this study assumes that the relationship between perceived POF and work attitudes may be different with respect to employees’ status and aims to investigate how perceived POF may differ in consequences among blue-collar and white-collar employees. Design/methodology/approach Multiple group analysis of structural equation modeling (SEM) was conducted to test the moderation effect of employee status on the relationship between perceived POF and work attitudes. Findings Results indicated that the relationship between perceived POF and organizational commitment, job satisfaction, organizational identification and intention to leave differ with respect to individual’s status (blue-collar–white collar). As the status of the individuals increases, the relationship between POF and work attitudes (organizational commitment, job satisfaction and organization identification) becomes weaker. Originality/value Rather than just focusing results of POF, this study focuses on moderating variables that differentiate the relationship between POF and outcomes by considering individual differences caused by different motivation and abilities.

The impact of person-organization fit and leader-member exchange on withdrawal behaviors in Thailand

“…The results showed support for statistically negative relationships between personorganization fit and withdrawal behaviors, and an intention to leave in the sample of employees in the public university in Southern Thailand, leading to the conclusion that when employees perceive a good fit between themselves and the organization, their withdrawal behaviors are likely to decrease. This result emphasizes the importance of perceived personorganization fit from the employees' perspective, confirming the applicability of the personorganization fit theory outside the USA (Kim et al, 2013;Saraç et al, 2017). Specifically, the university from which the sample was drawn repeatedly emphasizes the value of dedication to the public.…”

“…Person-organization fit is defined as the match or congruence between individuals' values and the value of the organization in which they work (Lovelace and Rosen, 1996;Yaniv and Farkas, 2005). Numerous studies have investigated person-organization fit and have reported that when employees perceive a good fit between themselves and an organization, they become attached to that organization, leading to less stress, higher satisfaction and commitment, better work and other positive behaviors such as organizational citizenship behaviors, and a lower intention to leave an organization (Ahamed et al, 2013;Chernyshenko et al, 2009;Edwards and Billsberry, 2010;Jung and Yoon, 2013;Lovelace and Rosen, 1996;McShane and Von Glinow, 2010;Saraç et al, 2017;Yaniv and Farkas, 2005;Yaniv et al, 2010Yaniv et al, /2011. In this study, based on results from previous studies, person-organization fit was hypothesized to have a negative relationship with withdrawal behaviors and an intention to leave an organization: H1.…”

“…These two factors were examined because they were somehow under control by the management, leading to practical benefits for an organization. Person-organization fit was chosen since this theory highlights the value congruence between employees and the organization, leading to numerous benefits in terms of work attitudes and behaviors (Kilroy et al, 2016;Kim et al, 2013;Saraç et al, 2017;van Vianen et al, 2011). However, limited research about person-organization fit has been conducted in Asian countries (Saraç et al, 2017).…”

“…Person-organization fit was chosen since this theory highlights the value congruence between employees and the organization, leading to numerous benefits in terms of work attitudes and behaviors (Kilroy et al, 2016;Kim et al, 2013;Saraç et al, 2017;van Vianen et al, 2011). However, limited research about person-organization fit has been conducted in Asian countries (Saraç et al, 2017). In this university, the value of dedication to the public is emphasized, leading to the investigation of the effect of value congruence from employees' point of view and its effect toward withdrawal behaviors.…”

“…To summarize, this study was hypothesized that when employees perceive a good fit between themselves and an organization, and when they have good relationships with supervisors, their withdrawal behaviors should be lessened. Although numerous studies have examined the impact of person-organization fit and LMX, research in new cultural settings apart from the western countries is needed to cross-validate these theories (Kim et al, 2013;Saraç et al, 2017). Additionally, responding to the suggestion of Blau (1998) that examining the multi-withdrawal behaviors can provide a greater understanding, the study aimed to investigate the withdrawal behaviors model that can be used to explain the withdrawal behaviors situation in an organization.…”