Organizational Strategy and Employee Outcomes: A Person–Organization Fit Perspective

Abstract

This study adopted a person-organization fit framework to examine (a) whether employees' perceptions of organizational strategy for adaptation predicted their commitment to their organization and their intentions to stay and (b) whether these 2 relationships were moderated by perceived job alternatives. Support was found for both hypotheses. Specifically, when there are numerous perceived job alternatives, employees who perceive a misfit between their company's strategy and their preferred strategy were less committed to their organization and less likely to stay than their fit counterparts.

Generational Differences in the Importance, Availability, and Influence of Work Values: A Public Service Perspective

“…According to this theory, employees are drawn to accept and stay in a specific job due to the alignment between the job and their own knowledge, skills and experiences, among other factors (Ployhart, Schenieder, & Smith, 2004). This notion, which is supported within the literature (Da Silva et al, 2010;Demir et al, 2011), is consistent with our theoretical framework which posits a relationship between the availability of important work rewards and job satisfaction. This notion, which is supported within the literature (Da Silva et al, 2010;Demir et al, 2011), is consistent with our theoretical framework which posits a relationship between the availability of important work rewards and job satisfaction.…”

“…These two concepts are both relevant to this research as the outcomes we are studying occur at both the organizational (organizational commitment) and job (job satisfaction) levels. The empirical evidence supports this notion (Da Silva et al, 2010;Demir et al, 2011;Markovitz, Davis, Fay, & van Dick, 2010;Meyer, Hecht, Gill, & Toplonytsky, 2010;Posner, 2010). According to the theory, people are drawn, at least in part, to work for an organization because they feel that the organization's value system will be supportive of their own personal work values (Chatman, 1989).…”

“…] 2012, for example). The person-environment fit literature shows that the presence of valued work rewards predicts organizational outcomes such as job satisfaction and organizational commitment (Da Silva, Hutcheson, & Wahl 2010;Demir, Unnu, & Erturk 2011). People who value extrinsic rewards seek work that provides them with tangible rewards like pay, benefits, and job security.…”

İşgörenlerin Çalışma Yaşamı Kalitesi Algılamalarının İşte Kalma Niyeti ve İşe Devamsızlık ile İlişkisi

“…uver ve Kristof-Brown, 2001), iş doyumu (Liu, Liu ve Hu, 2010;Sirgy, Efraty, Siegel ve Lee, 2001), iş stresinin azaltılması (Fox, Spector ve Miles, 2001), işten ayrılma eğiliminin azaltılması (Demir, 2010;Liu, Liu ve Hu, 2010) ya da işte kalma isteğini güçlendirme (Da Silva, Hutcheson ve Wahl, 2010) örgütsel sapma davranışının azaltılması (Demir ve Tütüncü, 2010) gibi belirli konulardaki etkisinin araştırılması ÇYK kapsamında değerlendirilmektedir. İşveren ve yöneticiler, ÇYK kavramını işin insancıllaştırılması olarak değer-lendirmiş ve işgörenin fiziksel gereksinimlerinin yanı sıra zihinsel, psikolojik ve sosyal gereksinimlerini de dikkate alan çalışma koşullarının iyileştirilmesi şek-linde ortaya koymuştur (Beh ve Rose, 2007).…”

“…Farklı boyutlarıyla incelenebilen ÇYK, her bir taraf açısından farklı sonuçları ortaya çıkarabilmektedir. Araştırma-cılar açısından bireyin çalışma yaşamında tutum ve davranışlarının, örgütsel bağlılık (Da Silva, Hutcheson ve Wahl, 2010) …”