Person–Organization Fit, Organizational Citizenship, and Social‐Cognitive Motivational Mechanisms

Abstract

Person-organization (PO) fit provides an integrative mechanism for examining the linkages between people and the organizations for which they work (Chatman, 1989;Kristof, 1996). Previous research has demonstrated that PO fit is associated with a wide range of positive outcomes for both employees and employers (see KristofBrown et al., 2005). Citizenship performance (e.g., Cable and DeRue, 2002;Lauver and Kristof-Brown, 2001) and motivation are two important outcomes (Bretz and Judge, 1994;Mitchell, 1997). More specifically, people who perceive a strong sense of fit with their employing organization tend to be good organizational citizens (see Kristof-Brown et al., 2005) by regularly engaging in discretionary behaviors that benefit both co-workers and the firm as a whole (Borman and Motowidlo, 1993).

Needs–supplies fit and behavioral outcomes: The mediating role of organizational identification

“…In our study, task performance will refer to the recurring set of activities or expected behaviors of an individual that are typically described by formal job descriptions (Borman & Motowildo, 1993), whereas organizational citizenship behaviors are defined as ‘individual behaviors that are discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization’ (Organ, 1988, p.4). More precisely, because little attention has been paid to the underlying psychological mechanisms linking fit perceptions to task performance and organizational citizenship behaviors (Resick, Giberson, Dickson, Wynne, & Bajdo, 2013), an important aim of this paper is to test the mediating role of organizational identification, using the Cognitive and Affective Personality System (CAPS) Theory (Mischel & Shoda, 1995).…”

Person–environment fit at work: Relationships with workplace behaviours

“…Consequently, CWBs are behaviours directed towards the environment and/or others to lessen this discrepancy and reduce negative feelings. In a similar vein, other scholars have suggested that P–O fit’s relationship with citizenship behaviours can be explained by cognitive–affective personality system (CAPS) theory (Resick, Giberson, Dickson, Wynne, & Bajdo, 2013). This theory suggests that individuals recognise qualities of their workplace environment that have personal relevance.…”

“…This adds to their self-evaluations and observations about themselves, increasing their perceived fit. Resick et al. (2013) also suggest that perceived fit within one’s vocation can influence the belief that the fate of the organisation is equivalent to the fate of the individual, increasing one’s motivation to enact OCBs.…”

“…Job satisfaction is strongly predicted by P–O fit (Kristof-Brown et al., 2005), and because OCBs arise as a consequence of P–O fit (Hoffman & Woehr, 2006), it is likely that job satisfaction mediates the relationships between P–O fit and work behaviours. As mentioned previously, the CAPS theory suggests that as individuals make cognitive appraisals of their fit with their work environment, they enact behaviours that are demonstrative of that fit (Resick et al., 2013). Theories of job satisfaction also note that situational factors, such as P–O fit in this case and dispositional affect (Judge & Larson, 2001), predict one’s appraisal of being satisfied or dissatisfied in one’s job.…”

Effectuating Person-Organization Fit - Effectuation in Organizations

“…Effectuation may help in explaining how employees could effectuate the fit and how effectuating the fit might be enabled in the organization. Resick et al (2013) view the individual fit schemas unique as they vary from person to person. When knowledge is constructed in interaction, it is important to discover what is real to the individuals because it affects their behavior (Kristof-Brown and Billsberry, 2013).…”