Person-Environment Fit: The Missing Link in the Organisational Culture -Commitment Relationship

Abstract

The purpose of this study was to investigate the mediating effect of person-environment fit on the relationship between organisational culture and organisational commitment. Data were obtained from full-time employees who were working in private and public sectors from various organisations in Malaysia (n = 204). Person-environment fit was found to be a significant mediator of the relationship between organisational culture and organisational commitment. This has wide-ranging implications for organisational development consultants who intend to shape the culture of various organisations, on the assumption that certain organisational cultures directly lead to certain desirable employee outcomes. Managers need to pay attention to not only their organisational culture such as training, rewards, teamwork and communication, but to also ensure that they are aimed towards improving the fit between individuals and their work environment. Whereas previous research tends to look at P-E fit as a predictor of employee outcomes, this is one of the first few studies to provide evidence of P-E fit as a mediator of the relationship between organisational culture and organisational commitment. Keywords: Organisational culture, Person-environment fit, Organisational commitment 1. Introduction Organisational culture has been consistently an important theme in management and business research for the past few decades due to its potential to affect organisationally and individually desired outcomes. For instance, there are many studies that looked at how organisational culture was a predictor of employee retention (Sheridan, 1992). Most people, especially younger employees understand and accept that loyalty towards their organisation is largely a losing proposition, and they are no longer willing to be dependent on their employers or accepting of organisational policies, practices and decisions, that do not meet their needs or career aspirations (Ooi and Arumugam, 2006). There are also many studies that found that the fit between the person and the environment (i.e., P-E fit) was an important predictor of work-related outcomes such as job satisfaction, organisational commitment and staff turnover (Cable and Judge, 1996; Kristof, 1996; Kristof Zimmerman and Johnson, 2005). In fact, from the various studies, cited in Kristof (1996), Kristof et al., (2005) and Verquer, Beehr and Wagner (2003), P-E fit was popularly viewed in the past, as a predictor or an independent variable affecting the dependent variable of employee outcomes. However, more recent research have begun to look beyond the simple bivariate relationships between P-E fit and job outcomes, and begun to discover the mediating and moderating variables that exist within this relationship (Jelinek and Ahearne, 2010; DaSilva, 2010).Yet, despite the current trend, according to our search in the Web of Science database, there was not a single empirical study that looked at how P-E fit was a mediating variable in the relationship between organisational culture (communicat...

Effect of Corporate Reputation and Commitment of Business Social Responsibility (BSR) on Performance: Evidence from Manufacturing Sector in Nigeria

“…Hence, H1 is supported. Similarly, the relationship between BSR commitment and organizational performance found insignificant relation (Path efficient = 0.082) and result is not in line with (Ahmad et al, 2011& Rettab et al, 2009), thus H2 not supported.…”

“…Therefore, each of these associations had been used as independent factors. Other studies have investigate only the affective component of organisational commitment (Ambrose, Arnaud, & Schminke, 2008;Chew & Chan, 2006;Rashid et al, 2003), or all the three parts as well as the total organisational commitment (Ahmad et al, 2011;Huang, Cheng & Chow, 2005). On the other hand, this study has selected this advance, and uses organisational commitment as a uni-construct, and this approach has been adapted in this study for the same reason.…”

“…Commitment has got considerable interest in research, due to its important impact on job attitudes such as presentation, non-attendance, and turnover intentions (Ahmad, Veerapandian & Ghee, 2011;Lokand & Crawford, 2001;Rangriz & Mehrabi, 2010). Porter Steers, Moeday, and Boulian, (1974) has provide with the three-parts of organisational commitment definition: A well-built principle in and recognition of the organisation's aims and standards, a readiness to exercise substantial endeavour on behalf of the organisation, and a strong wish to stay in the administration.…”

“…The author asserts that socially responsible or irresponsible actions are serious consequence to organization. A numerous of studies have explored the connection between commitment and organizational performance (Ahmad, Veerapandian & Ghee 2011;Chew & Chan, 2006;Huang, Cheng & Chow, 2005;Rashid, Sambasivan, & Johari, 2003). Above all past research shows that firms commitment to BSR issues action tend to have a positive impact on performances.…”

“…For the reason of this research organisational commitment will be treated as single as earlier mention and measure by nine items out of the fifteen items from (Mowday, Porter & Steers, 1982). The items will be selected on the foundation of having the most face validity in the opinion of the researcher (Ahmad et al,2011;Huang et al, 2005). The sample items will be adapt and modified in order to suit the study.…”