Dissertation/Thesis Abstract

Does the way we measure fit matter?: Predicting behaviors and attitudes using different measures of fit
by Cavanaugh, Jennifer A., Ph.D., State University of New York at Albany, 2016, 177; 10109998
Abstract (Summary)

The literature on person-organization (P-O) fit has been plagued with inconsistencies in the conceptualization, operationalization and measurement of P-O fit. Despite numerous studies examining the relationship between P-O fit and outcomes, these inconsistencies in measurement and operationalization have led to mixed findings concerning specific individual outcomes. The goal of this dissertation was to address some of these inconsistencies by examining the relationship between P-O fit, using perceived and subjective measures of fit, and attitudinal and behavioral outcomes. In addition, previously unexplored mediators of the P-O fit-outcome relationships were examined. Although not formally hypothesized, it was believed that the magnitude of the relationships would differ such that perceived fit would have a stronger relationship with attitudinal outcomes than subjective fit, and that subjective fit would have a stronger relationship with job performance than perceived fit.

A sample of 188 entry-level managerial employees, working in a national transportation organization, was used to examine the relationship between P-O fit and job attitudes (i.e., job satisfaction, commitment, organizational citizenship behaviors and turnover intentions) and supervisor rated job performance. The results of this dissertation suggest that perceived fit is related to positive attitudes and better job performance. Furthermore, perceived organizational support partially mediates the relationship between perceived fit and the attitudinal outcomes studied, lending partial support for hypotheses. Role ambiguity was also examined as a potential mediator between fit and job performance, however, although perceived fit was significantly related to role ambiguity, the results did not support the relationship between role ambiguity and job performance. Tests of the specific hypotheses for subjective fit were not supported. Instead, the results indicated that organizational values, rather than fit between person and organizational values, were a strong predictor of attitudinal outcomes.

Indexing (document details)
Advisor: Williams, Kevin
Commitee: Ford, Michael, Roch, Sylvia
School: State University of New York at Albany
Department: Psychology-Industrial/Organizational
School Location: United States -- New York
Source: DAI-B 77/10(E), Dissertation Abstracts International
Subjects: Behavioral psychology, Organizational behavior
Keywords: Attitudes, Behaviors, Culture fit, Person-organization fit, Polynomial regression, Value fit
Publication Number: 10109998
ISBN: 978-1-339-73263-3
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