|ITEM METADATA RECORD
|Title: ||Introducing objective person-organization fit as a selection criterium?|
|Authors: ||De Cooman, Rein|
|Issue Date: ||2014 |
|Conference: ||EAWOP Small Group Meeting on Opening New Frontiers in PE fit Research location:Amsterdam, The Netherlands date:15-16 October 2014|
A high-quality selection procedure enables an organization to make an accurate prediction of job performance. However, nowadays organizations’ interests go beyond predicting task performance with an increased attention for retention-related concepts. An organization that continuously hires while losing talent internally will not survive. Recruitment and selection based on person-organization fit is suggested as a promising method in addition to traditional personality tests (e.g. McCulloch & Turban, 2007). The basic notion here is that fit between personal and organizational attributes, mostly conceptualized as value congruence, contributes to important individual and organizational outcomes, such as performance, job satisfaction, organizational commitment, and retention (Kristof-Brown, Zimmerman & Johnson, 2005; Verquer, Beehr & Wagner; 2003). Since, at the phase of selection, the interaction between the individual and the organization is minor, a perceived measure of fit is rather unreliable and, therefore, not applicable. Alternatively, the use of an objective measure of fit may provide an added value in the decision process of personnel selection.
In order to demonstrate the added value of person-organization fit, over the Big Five personality dimensions, we test the incremental validity of an objective measure of value congruence (i.e. actual person-organization fit). We hypothesize that, after all of the variance accounted for by the Big Five dimensions of personality has been partialled out, high actual person-organization fit will be reliably associated with high scores on contextual performance, job satisfaction, organizational commitment, and perceived person-organization fit, and low scores on intention to quit.
In a two-wave study, we questioned a group of 40 employees at entry and three months after entering their jobs (additional data collection is still running). Using Lyons Work Values Scale (Lyons, Higgings & Duxbury, 2010), personal values (self-reported) were compared to organizational values (reported by direct supervisors and HR managers) in order to calculate the level of actual person-organization fit which was later on linked to outcome variables using hierarchical regression analyses and a usefulness analysis (Darlington, 1968).
Primary results do not support the incremental validity hypotheses. To test the effects of actual person-organization fit, a series of methods were used to calculate the degree of congruence between personal and organizational values. First, overall difference scores as well as difference scores per value subscale (i.e. instrumental, cognitive, social altruistic, and prestige values) were calculated between on the one hand employee-rated personal values and organizational values rated by the direct supervisors and on the other hand employed-rated personal values and organizational values rated by the HR manager. Second, value congruence scores containing difference scores weighted based on the importance attached to each value were tested. However, not any significant relationship with the outcome variables was found. Concerning personality, expected associations were found between Big Five traits and outcomes, with conscientiousness as a good predictor of high contextual performance, job satisfaction, organizational commitment and low intention to quit and neuroticism as a good predictor of low intention to quit. Moreover, although the actual person-organization fit scores are not significantly related to the perceived person-organization fit scores, high perceived person-organization fit is strongly related with high contextual performance, job satisfaction and organizational commitment and low intention to quit.
Present-day findings do not support the added value of an objective measure of fit in the decision process of personnel selection. Although actual (i.e. objectively measured) value congruence is considered as the most appropriate way to include person-organization fit in a selection procedure the findings indicate that it is perceived value congruence that is predictive of retention-related outcomes rather than actual value congruence. Additional data is been collected to strengthen these findings.
|Publication status: ||published|
|KU Leuven publication type: ||IMa|
|Appears in Collections:||Department of Human Resources Management, Campus Carolus Antwerp|
Faculty of Economics and Business (FEB) - miscellaneous
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