Person-Organisation Fit
Contents Person-Organisation Fit 2 Forms of P-O fit 2 Measures of P-O fit 3 Antecedents and outcomes of P-O fit 3 Impacts of P-O fit on organisation and individuals 4 Performance 4 Turnover 4 Homogeneity and creativity 5 Comparison P-O fit with P-J fit 5 Effective management of person-organisation fit 6 Importance of Assessing P-O fit in employee selection 6 Nurturing P-O fit after the selection process 7 Managing P-O fit in organisation with high diversity 7 Conclusion 10 References 12 Bibliography 16
Person-Organisation Fit
Person-Organisation fit(P-O fit) is broadly defined as the compatibility between people and organisations (Kristof 1996); a compatibility of values and expectations between employee and employer. It is the congruence of an individual’s beliefs and values with the culture, norms, and values of an organization.
Forms of P-O fit
Kristof (1996) further explains - P-O Fit has three main forms. * The first is supplementary fit. It exists when the characteristics of one thing are similar to the same characteristics of something else. * The two other forms of P–O fit are different aspects of complementary fit.
Rather than similarity, complementary P–O fit is about one of the parties (the individual or the organization) making the other whole (Muchinsky and Monahan, 1987). It can take several forms such as needs–supplies or demands–abilities relationships (Kristof, 1996).
A high level of individual complementary P–O fit exists when the organization supplies what the individual needs. A high level of organizational complementary P–O fit exists when an individual has the abilities, attitudes etc. that the organization demands.
Measures of P-O fit
Person’s fit to the organisation can be measured on four different levels * Measuring similarity between characteristics of people and organisations * Measuring the goal congruence with organisational leaders or peers (Vancouver, Millsap
Person-Organisation Fit
Person-Organisation fit(P-O fit) is broadly defined as the compatibility between people and organisations (Kristof 1996); a compatibility of values and expectations between employee and employer. It is the congruence of an individual’s beliefs and values with the culture, norms, and values of an organization.
Forms of P-O fit
Kristof (1996) further explains - P-O Fit has three main forms. * The first is supplementary fit. It exists when the characteristics of one thing are similar to the same characteristics of something else. * The two other forms of P–O fit are different aspects of complementary fit.
Rather than similarity, complementary P–O fit is about one of the parties (the individual or the organization) making the other whole (Muchinsky and Monahan, 1987). It can take several forms such as needs–supplies or demands–abilities relationships (Kristof, 1996).
A high level of individual complementary P–O fit exists when the organization supplies what the individual needs. A high level of organizational complementary P–O fit exists when an individual has the abilities, attitudes etc. that the organization demands.
Measures of P-O fit
Person’s fit to the organisation can be measured on four different levels * Measuring similarity between characteristics of people and organisations * Measuring the goal congruence with organisational leaders or peers (Vancouver, Millsap