Person–organization and person–supervisor fits: Employee commitments in a Chinese context

Abstract

SummaryThe present study simultaneously examined people's perceptions of person-organization (PO) and personsupervisor (PS) fit and related these perceptions to employees' commitments. Three-hundred-and-sixty employee-supervisor dyads from Taiwanese organizations reported about their PO fit and PS fit perceptions. In addition, supervisors reported about their perceptions of fit and guanxi with each of their employees.Results indicated that PO and PS fit perceptions both had an independent and additive relationship with organizational commitment. The link between employee PS fit perceptions and organizational commitment was mediated by commitment to the supervisor. Both employee and supervisor fit perceptions contributed to commitment to the supervisor through their influence on the quality of the leader-member exchange (LMX). Guanxi could not explain additional variance in LMX and supervisor commitment. Implications for theory and practices regarding person-environment fit, commitment, and LMX are discussed. The study findings offered suggestions for a new Theory of Multiple Fits.

Internal market orientation determinants of employee brand enactment

“…E-S fit perceptions refer to the perceived employee and supervisor fit (Van Vianen et al, 2011). Achieving fit between the employee and the direct supervisor (E-S) is important, as supervisors are the main channel through which organizational values are communicated to the proximal work environment (Vianen et al, 2011).…”

“…Achieving fit between the employee and the direct supervisor (E-S) is important, as supervisors are the main channel through which organizational values are communicated to the proximal work environment (Vianen et al, 2011). The similarity-attraction framework (Byrne, 1971) suggests that the more similarity individuals perceive with their supervisor's values, the more favorable evaluations they have of him/her.…”

“…However, individual employees may feel they fit with their organization, in a broader sense, but still feel uncomfortable within their proximal working environment (Van Vianen et al, 2011).…”

Effects of Leadership Behavior on Knowledge Management and Organization Innovation in Medicine and Health Sciences

“…A successful leader therefore could create individual vision and guide people to possess the common vision to work for the organization and approach the objectives. Van Vianen et al (2011) pointed out the attitude of professional staff regarding knowledge as private properties and not sharing the knowledge and experience with others that supervisors, with the attitude of possessing information as possessing power under traditional hierarchical organizations, would present the selfishness on the transparency of information. For this reason, the executives in an enterprise have to practice special management tactics to motivate knowledge exchange and share in the organization to form the corporate culture beneficial to knowledge share.…”

Socializar para Adequar-se: Como Redes Sociais Intraorganizacionais Podem Influenciar a Adequação Indivíduo-Organização

“…Esses benefícios referem-se principalmente ao reconhecimento da importância do indivíduo na organização, na distribuição de responsabilidades e na redução de conflitos (Elfenbein & O'Reilly, 2007). Vianen, Shen e Chuang (2011), por exemplo, encontraram que a adequação dos valores individuais e organizacionais dos supervisores chineses promove não somente o comprometimento, como também melhora a qualidade das relações interpessoais. Isso ocorre porque, dentro das organizações, a qualidade da relação entre os funcionários e entre os funcionários e seus superiores é sensível aos níveis de confiança, à fluidez da comunicação e à previsibilidade dos comportamentos.…”