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

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