The Experts below are selected from a list of 58098 Experts worldwide ranked by ideXlab platform
Sangmook Kim - One of the best experts on this subject based on the ideXlab platform.
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Does Person‐Organization Fit Matter in the Public ‐Sector? Testing the Mediating Effect of Person‐Organization Fit in the Relationship between Public Service Motivation and Work Attitudes
Public Administration Review, 2012Co-Authors: Sangmook KimAbstract:Public service motivation theory suggests that public service motivation is positively related to work attitudes, but Person-Organization Fit theory assumes that Person-Organization Fit completely mediates the relationship between public service motivation and work attitudes of public employees. This article investigates which theory better predicts attitudes toward work, such as job satisfaction and organizational commitment of public employees, by testing hypotheses on (1) whether public service motivation directly influences work attitudes, or (2) whether Person-Organization Fit mediates the relationship between public service motivation and work attitudes, or (3) whether both hypotheses are true. Using survey data on civil servants in Korea, this article shows that public service motivation has not only a direct effect on but also an indirect effect on job satisfaction and -organizational commitment through its influence on person--organization Fit.
Sagie Meiri - One of the best experts on this subject based on the ideXlab platform.
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new public management values and person organization Fit a socio psychological approach and empirical examination among public sector personnel
Public Administration, 2008Co-Authors: Eran Vigodagadot, Sagie MeiriAbstract:This paper takes a socio-psychological approach to NPM and its value-based theory in public administration. We develop a model for the study of NPM values based on the idea of Person-Organization Fit (POF) and examine it empirically. Findings, based on a survey of 205 Israeli local governance personnel, revealed that the POF of several core NPM values (that is, responsiveness, transparency, innovativeness, and achievement orientations) was positively related with job satisfaction, organizational commitment, and service climate, as reported by these public personnel. The findings suggest that, beyond modern strategies and effective policies for the public sector, lies an essential quest for NPM value-Fit with public personnel. Consequently, the study advocates a better theoretical and practical understanding of the socio-psychological interfaces, such as POF, in public administration. Implications and directions for future studies are discussed, both in the context of public administration research and in the generic field of organizational behaviour theory and practice. The detailed results of the factor analyses are available directly from the authors.
Timothy A. Judge - One of the best experts on this subject based on the ideXlab platform.
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Interviewers' perceptions of person–organization Fit and organizational selection decisions.
The Journal of applied psychology, 1997Co-Authors: Daniel M. Cable, Timothy A. JudgeAbstract:A model of Person-Organization Fit and organizational hiring decisions is developed and tested, using data from 38 interviewers making hiring decisions about 93 applicants. Results suggest that interviewers can assess applicant-organization values congruence with significant levels of accuracy and that interviewers compare their perceptions of applicants' values with their organizations' values to assess Person-Organization Fit. Results also suggested that interviewers' subjective Person-Organization Fit assessments have large effects on their hiring recommendations relative to competing applicant characteristics, and that interviewers' hiring recommendations directly affect organizations' hiring decisions (e.g., job offers).
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The Role of Person-Organization Fit in Organizational Selection Decisions
1995Co-Authors: Daniel M. Cable, Timothy A. JudgeAbstract:This paper presents and tests a theoretical model of Person-Organization Fit and organizational selection decisions using data from 35 organizations making hiring decisions. Results suggested that (a) interviewers were able to assess applicants' values with above-chance levels of accuracy, (b) interviewers compare their perceptions of applicants' values with their organizations' values to assess Person-Organization Fit, and (c) it is perceived values congruence and not actual values congruence between applicants and organizations that predicted interviewers' Person-Organization Fit perceptions. Results also suggested that interviewers' personorganization Fit assessments had the largest effect on their hiring recommendations even after controlling for competing applicant characteristics (e.g., demographics, human capital), and that interviewers' hiring recommendations had large and significant effects on organizations' hiring decisions (e.g., job offers).
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The Relationship Between Person-Organization Fit and Career Success
1992Co-Authors: Robert D. Bretz, Timothy A. JudgeAbstract:Recently, Person-Organization Fit has been shown to relate to a number of positive workrelated outcomes. However, the relationship between Fit and career success has not yet been directly examined. The present study provides the first investigation of this relationship. Graduates from industrial relations programs in two large universities were surveyed to assess their preferences for particular organizational environments, the level of career success they had attained, and the nature of the organizational environments in which they worked. Results indicated that Person-Organization Fit was a significant predictor of both extrinsic measures of success (salary, job level attained, and number of promotions received), and intrinsic measures of success Gob and life satisfaction). Implications of the results for individuals and organizations are discussed.
Daniel M. Cable - One of the best experts on this subject based on the ideXlab platform.
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SOCIALIZATION TACTICS AND PERSON‐ORGANIZATION Fit
Personnel Psychology, 2001Co-Authors: Daniel M. Cable, Charles K. ParsonsAbstract:We examined how firms' socialization tactics help establish Person-Organization Fit between newcomers and organizations. We used a 3-wave longitudinal design that followed individuals over 2 years: we distributed the first survey before their job search began and the last survey 18 months after their college graduation. Results indicated that newcomers' subjective Fit perceptions, as well as changes in their values, were associated with two types of socialization tactics: content (i.e., tactics that are sequential and fixed vs. variable and random) and social aspects (i.e., tactics that emphasize serial and investiture processes rather than disjunctive and divestiture processes). The context dimension of socialization tactics, where socialization is collective and formal (vs. individualized and informal), was not related to P-O Fit in this study.
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Interviewers' perceptions of person–organization Fit and organizational selection decisions.
The Journal of applied psychology, 1997Co-Authors: Daniel M. Cable, Timothy A. JudgeAbstract:A model of Person-Organization Fit and organizational hiring decisions is developed and tested, using data from 38 interviewers making hiring decisions about 93 applicants. Results suggest that interviewers can assess applicant-organization values congruence with significant levels of accuracy and that interviewers compare their perceptions of applicants' values with their organizations' values to assess Person-Organization Fit. Results also suggested that interviewers' subjective Person-Organization Fit assessments have large effects on their hiring recommendations relative to competing applicant characteristics, and that interviewers' hiring recommendations directly affect organizations' hiring decisions (e.g., job offers).
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The Role of Person-Organization Fit in Organizational Selection Decisions
1995Co-Authors: Daniel M. Cable, Timothy A. JudgeAbstract:This paper presents and tests a theoretical model of Person-Organization Fit and organizational selection decisions using data from 35 organizations making hiring decisions. Results suggested that (a) interviewers were able to assess applicants' values with above-chance levels of accuracy, (b) interviewers compare their perceptions of applicants' values with their organizations' values to assess Person-Organization Fit, and (c) it is perceived values congruence and not actual values congruence between applicants and organizations that predicted interviewers' Person-Organization Fit perceptions. Results also suggested that interviewers' personorganization Fit assessments had the largest effect on their hiring recommendations even after controlling for competing applicant characteristics (e.g., demographics, human capital), and that interviewers' hiring recommendations had large and significant effects on organizations' hiring decisions (e.g., job offers).
Eran Vigodagadot - One of the best experts on this subject based on the ideXlab platform.
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new public management values and person organization Fit a socio psychological approach and empirical examination among public sector personnel
Public Administration, 2008Co-Authors: Eran Vigodagadot, Sagie MeiriAbstract:This paper takes a socio-psychological approach to NPM and its value-based theory in public administration. We develop a model for the study of NPM values based on the idea of Person-Organization Fit (POF) and examine it empirically. Findings, based on a survey of 205 Israeli local governance personnel, revealed that the POF of several core NPM values (that is, responsiveness, transparency, innovativeness, and achievement orientations) was positively related with job satisfaction, organizational commitment, and service climate, as reported by these public personnel. The findings suggest that, beyond modern strategies and effective policies for the public sector, lies an essential quest for NPM value-Fit with public personnel. Consequently, the study advocates a better theoretical and practical understanding of the socio-psychological interfaces, such as POF, in public administration. Implications and directions for future studies are discussed, both in the context of public administration research and in the generic field of organizational behaviour theory and practice. The detailed results of the factor analyses are available directly from the authors.