Does employee perceived person-organization fit promote performance? The moderating role of supervisor perceived person-organization fit

Melvyn R. W. Hamstra*, Annelies E. M. Van Vianen, Jessie Koen

*Corresponding author for this work

Research output: Contribution to journalArticleAcademicpeer-review

Abstract

Prior research has shown inconsistent and mostly nonsignificant relationships between employee person-organization (P-O) fit and in-role performance. In this study, we examine whether the strength of the relationship between employee perceived P-O fit and supervisor-rated performance depends on the perceived P-O fit of the supervisor. We propose that (a) in-role task-related processes are facilitated when both supervisor and employee share a common frame of understanding about what is important for the organization and (b) that high P-O fit supervisors attach value to the work behaviours of high P-O fit employees, both of which should translate into more positive performance evaluations. The results of a field study among 155 employees and their supervisors provided support for this proposition: employees'' perceived P-O fit was positively associated with their performance evaluation when supervisor perceived P-O fit was high, whereas this association was absent when supervisor perceived P-O fit was low. Our study contributes to the P-O fit literature by unpacking whether and when employee perceived P-O fit is important for functioning and performance evaluations.
Original languageEnglish
Pages (from-to)594-601
Number of pages8
JournalEuropean Journal of Work and Organizational Psychology
Volume28
Issue number5
DOIs
Publication statusPublished - 3 Sep 2019

Keywords

  • Employee perceived person-organization fit
  • supervisor perceived person-organization fit
  • value congruence
  • person-supervisor fit
  • in-role performance
  • JOB-SATISFACTION
  • PSYCHOLOGICAL EMPOWERMENT
  • MEDIATING ROLE
  • WORK
  • CITIZENSHIP
  • METAANALYSIS
  • APPRAISAL
  • VALIDITY
  • OUTCOMES
  • RATINGS

Cite this

@article{86169db7b6174177a833fdd911b632d9,
title = "Does employee perceived person-organization fit promote performance? The moderating role of supervisor perceived person-organization fit",
abstract = "Prior research has shown inconsistent and mostly nonsignificant relationships between employee person-organization (P-O) fit and in-role performance. In this study, we examine whether the strength of the relationship between employee perceived P-O fit and supervisor-rated performance depends on the perceived P-O fit of the supervisor. We propose that (a) in-role task-related processes are facilitated when both supervisor and employee share a common frame of understanding about what is important for the organization and (b) that high P-O fit supervisors attach value to the work behaviours of high P-O fit employees, both of which should translate into more positive performance evaluations. The results of a field study among 155 employees and their supervisors provided support for this proposition: employees'' perceived P-O fit was positively associated with their performance evaluation when supervisor perceived P-O fit was high, whereas this association was absent when supervisor perceived P-O fit was low. Our study contributes to the P-O fit literature by unpacking whether and when employee perceived P-O fit is important for functioning and performance evaluations.",
keywords = "Employee perceived person-organization fit, supervisor perceived person-organization fit, value congruence, person-supervisor fit, in-role performance, JOB-SATISFACTION, PSYCHOLOGICAL EMPOWERMENT, MEDIATING ROLE, WORK, CITIZENSHIP, METAANALYSIS, APPRAISAL, VALIDITY, OUTCOMES, RATINGS",
author = "Hamstra, {Melvyn R. W.} and {Van Vianen}, {Annelies E. M.} and Jessie Koen",
note = "data source: own collected data",
year = "2019",
month = "9",
day = "3",
doi = "10.1080/1359432X.2018.1485734",
language = "English",
volume = "28",
pages = "594--601",
journal = "European Journal of Work and Organizational Psychology",
issn = "1359-432X",
publisher = "Routledge/Taylor & Francis Group",
number = "5",

}

Does employee perceived person-organization fit promote performance? The moderating role of supervisor perceived person-organization fit. / Hamstra, Melvyn R. W.; Van Vianen, Annelies E. M.; Koen, Jessie.

In: European Journal of Work and Organizational Psychology, Vol. 28, No. 5, 03.09.2019, p. 594-601.

Research output: Contribution to journalArticleAcademicpeer-review

TY - JOUR

T1 - Does employee perceived person-organization fit promote performance? The moderating role of supervisor perceived person-organization fit

AU - Hamstra, Melvyn R. W.

AU - Van Vianen, Annelies E. M.

AU - Koen, Jessie

N1 - data source: own collected data

PY - 2019/9/3

Y1 - 2019/9/3

N2 - Prior research has shown inconsistent and mostly nonsignificant relationships between employee person-organization (P-O) fit and in-role performance. In this study, we examine whether the strength of the relationship between employee perceived P-O fit and supervisor-rated performance depends on the perceived P-O fit of the supervisor. We propose that (a) in-role task-related processes are facilitated when both supervisor and employee share a common frame of understanding about what is important for the organization and (b) that high P-O fit supervisors attach value to the work behaviours of high P-O fit employees, both of which should translate into more positive performance evaluations. The results of a field study among 155 employees and their supervisors provided support for this proposition: employees'' perceived P-O fit was positively associated with their performance evaluation when supervisor perceived P-O fit was high, whereas this association was absent when supervisor perceived P-O fit was low. Our study contributes to the P-O fit literature by unpacking whether and when employee perceived P-O fit is important for functioning and performance evaluations.

AB - Prior research has shown inconsistent and mostly nonsignificant relationships between employee person-organization (P-O) fit and in-role performance. In this study, we examine whether the strength of the relationship between employee perceived P-O fit and supervisor-rated performance depends on the perceived P-O fit of the supervisor. We propose that (a) in-role task-related processes are facilitated when both supervisor and employee share a common frame of understanding about what is important for the organization and (b) that high P-O fit supervisors attach value to the work behaviours of high P-O fit employees, both of which should translate into more positive performance evaluations. The results of a field study among 155 employees and their supervisors provided support for this proposition: employees'' perceived P-O fit was positively associated with their performance evaluation when supervisor perceived P-O fit was high, whereas this association was absent when supervisor perceived P-O fit was low. Our study contributes to the P-O fit literature by unpacking whether and when employee perceived P-O fit is important for functioning and performance evaluations.

KW - Employee perceived person-organization fit

KW - supervisor perceived person-organization fit

KW - value congruence

KW - person-supervisor fit

KW - in-role performance

KW - JOB-SATISFACTION

KW - PSYCHOLOGICAL EMPOWERMENT

KW - MEDIATING ROLE

KW - WORK

KW - CITIZENSHIP

KW - METAANALYSIS

KW - APPRAISAL

KW - VALIDITY

KW - OUTCOMES

KW - RATINGS

U2 - 10.1080/1359432X.2018.1485734

DO - 10.1080/1359432X.2018.1485734

M3 - Article

VL - 28

SP - 594

EP - 601

JO - European Journal of Work and Organizational Psychology

JF - European Journal of Work and Organizational Psychology

SN - 1359-432X

IS - 5

ER -