CONSEQUENCES OF INDIVIDUALS' FIT AT WORK: A META‐ANALYSIS OF PERSON–JOB, PERSON–ORGANIZATION, PERSON–GROUP, AND PERSON–SUPERVISOR FIT
verifiedrich profile · Personnel Psychology · 2005
KRISTOF‐BROWN, AMY L.; ZIMMERMAN, RYAN D.; JOHNSON, ERIN C.
How this was studied
A meta-analytic synthesis — it pools many primary studies rather than running a single design, so there is no single-study diagram.
What this article reports
The findings we extracted from this work, normalized into Principia’s relationship form (X → Y). Each feeds the synthesized models below.
person group fit → organizational citizenship behavior ocb
person group fit → job satisfaction
person organization fit → job satisfaction
person supervisor fit → organizational commitment
person organization fit → organizational commitment
person job fit → turnover intention
person organization fit → organizational commitment
person job fit → task performance
person organization fit → turnover intention
person group fit → task performance
person job fit → turnover intention
person organization fit → job satisfaction
person organization fit → organizational citizenship behavior ocb
person job fit → task performance
person job fit → job satisfaction
person job fit → job satisfaction
person organization fit → job satisfaction
person group fit → turnover intention
person job fit → job satisfaction
person organization fit → turnover intention
person group fit → organizational commitment
person job fit → organizational commitment
person supervisor fit → job satisfaction
person organization fit → organizational commitment
Models this article informs
The meta-analytic priors this article contributes evidence to — its place in the broader synthesis.
person group fit predicts job satisfaction
person group fit predicts organizational citizenship behavior ocb
person group fit predicts organizational commitment
person group fit predicts task performance
person group fit predicts turnover intention
person job fit correlates job satisfaction
person job fit predicts job satisfaction
person job fit predicts organizational commitment
person job fit predicts task performance
person job fit predicts turnover intention
person organization fit correlates job satisfaction
person organization fit correlates organizational commitment
person organization fit predicts job satisfaction
person organization fit predicts organizational citizenship behavior ocb
person organization fit predicts organizational commitment
person organization fit predicts task performance
person organization fit predicts turnover intention
person supervisor fit predicts job satisfaction
person supervisor fit predicts organizational commitment
In the authors’ words
The article’s own abstract.
This meta‐analysis investigated the relationships between person–job (PJ), person–organization (PO), person–group, and person–supervisor fit with preentry (applicant attraction, job acceptance, intent to hire, job offer) and postentry individual‐level criteria (attitudes, performance, withdrawal behaviors, strain, tenure). A search of published articles, conference presentations, dissertations, and working papers yielded 172 usable studies with 836 effect sizes. Nearly all of the credibility intervals did not include 0, indicating the broad generalizability of the relationships across situations. Various ways in which fit was conceptualized and measured, as well as issues of study design, were examined as moderators to these relationships in studies of PJ and PO fit. Interrelationships between the various types of fit are also meta‐analyzed. 25 studies using polynomial regression as an analytic technique are reviewed separately, because of their unique approach to assessing fit. Broad themes emerging from the results are discussed to generate the implications for future research on fit.
What the literature says about it
Attributed, open-access quotes from other works that cite this article, plus the citation-graph verdict tally. Corroborations and disputes, in one place — the honest-broker view.
supports “…way to enhance employee well-being is to focus on Person-Organi-zation (P-O) fit because a better P-O fit leads to more favorable job attitudes, including greater job satisfaction, increased organizational commitment, and lower job turnover intention (Kristof-Brown et al., 2005; Van Vianen, 2018).”
supports “…the person (e.g., values, skills, interests) and attributes of the environment (e.g., values, job requirements) is associated with positive individual outcomes and beneficial work outcomes (e.g., wellbeing and satisfaction, performance, and turnover; Kristof-Brown et al., 2005; van Vianen, 2018).”
supports “Suitability between personality and job will affect job satisfaction, organizational commitment, and performance (Kristof-Brown et al., 2005).”
supports “…way to enhance employee well-being is to focus on Person-Organi-zation (P-O) fit because a better P-O fit leads to more favorable job attitudes, including greater job satisfaction, increased organizational commitment, and lower job turnover intention (Kristof-Brown et al., 2005; Van Vianen, 2018).”
disputes “O fit as an analytic concept and as an ingredient in organizational well-being concede that its prehire assessment is only weakly linked to employee subsequent job performance (Barrick & Parks-Leduc, 2019; Kristof-Brown et al., 2005).”
disputes “For example, PO fit is more likely to be associated with organizational commitment, PS fit with satisfaction with supervisors, and employees with a high level of PG fit should be satisfied with their coworkers [3].”
disputes “As was argued by Kristof-Brown, Zimmerman, and Johnson (2005), this may be because job satisfaction should be most strongly associated with the person-job fit rather than with constructs indirectly related to jobs, such as the person-supervisor fit, as hypothesized in our study.”
supports “…way to enhance employee well-being is to focus on Person-Organi-zation (P-O) fit because a better P-O fit leads to more favorable job attitudes, including greater job satisfaction, increased organizational commitment, and lower job turnover intention (Kristof-Brown et al., 2005; Van Vianen, 2018).”
supports “…way to enhance employee well-being is to focus on Person-Organi-zation (P-O) fit because a better P-O fit leads to more favorable job attitudes, including greater job satisfaction, increased organizational commitment, and lower job turnover intention (Kristof-Brown et al., 2005; Van Vianen, 2018).”
supports “Finally, it was found that the kindergarten climate could enhance the retention intention of kindergarten teachers in ethnic minority areas of China by promoting perceived organizational support and psychological empowerment, which was consistent with our hypothesis 4 and verified personal-environment fit theory (Kristof-Brown et al., 2005), organizational support theory (Eisenberger et al.”
supports “Thus, where the match between the attributes of the individual and the requirements of the job are balanced, the person is said to be suitable for successful performance (Kristof-Brown et al., 2005).”
supports “…way to enhance employee well-being is to focus on Person-Organi-zation (P-O) fit because a better P-O fit leads to more favorable job attitudes, including greater job satisfaction, increased organizational commitment, and lower job turnover intention (Kristof-Brown et al., 2005; Van Vianen, 2018).”
supports “Person-culture ft has been shown to be positively related to employees’ job satisfaction [1, 84, 85, 104] and psychological well-being [52], and negatively related to their turnover intentions [84, 85, 104].”
supports “This is because high levels of person-job fit make employees experience more organizational commitment, thus making them more willing to demonstrate high effort at work, which contributes to high task performance, and to invest resources into organizationally beneficial behaviors, such as OCBO (Kristof-Brown et al., 2005).”
supports “Suitability between personality and job will affect job satisfaction, organizational commitment, and performance (Kristof-Brown et al., 2005).”
supports “…way to enhance employee well-being is to focus on Person-Organi-zation (P-O) fit because a better P-O fit leads to more favorable job attitudes, including greater job satisfaction, increased organizational commitment, and lower job turnover intention (Kristof-Brown et al., 2005; Van Vianen, 2018).”
supports “…way to enhance employee well-being is to focus on Person-Organi-zation (P-O) fit because a better P-O fit leads to more favorable job attitudes, including greater job satisfaction, increased organizational commitment, and lower job turnover intention (Kristof-Brown et al., 2005; Van Vianen, 2018).”
supports “Studies have thoroughly demonstrated signifcantly positive correlations between person–job ft and employees’ job performance, organizational commitment, and mental health [21].”
disputes “4Even enthusiastic proponents of P–O fit as an analytic concept and as an ingredient in organizational well-being concede that its prehire assessment is only weakly linked to employee subsequent job performance (Barrick & Parks-Leduc, 2019; Kristof-Brown et al., 2005).”
supports “Studies have thoroughly demonstrated signifcantly positive correlations between person–job ft and employees’ job performance, organizational commitment, and mental health [21].”
supports “Studies have thoroughly demonstrated signifcantly positive correlations between person–job ft and employees’ job performance, organizational commitment, and mental health [21].”
supports “Person-culture ft has been shown to be positively related to employees’ job satisfaction [1, 84, 85, 104] and psychological well-being [52], and negatively related to their turnover intentions [84, 85, 104].”
supports “Suitability between personality and job will affect job satisfaction, organizational commitment, and performance (Kristof-Brown et al., 2005).”
supports “Suitability between personality and job will affect job satisfaction, organizational commitment, and performance (Kristof-Brown et al., 2005).”
supports “…way to enhance employee well-being is to focus on Person-Organi-zation (P-O) fit because a better P-O fit leads to more favorable job attitudes, including greater job satisfaction, increased organizational commitment, and lower job turnover intention (Kristof-Brown et al., 2005; Van Vianen, 2018).”
supports “Studies have thoroughly demonstrated signifcantly positive correlations between person–job ft and employees’ job performance, organizational commitment, and mental health [21].”
supports “Thus, where the match between the attributes of the individual and the requirements of the job are balanced, the person is said to be suitable for successful performance (Kristof-Brown et al., 2005).”
supports “Few studies have been able to mention that a person’s job match is a strong predictor of low job stress, commitment, motivation, job satisfaction, and job performance (Edwards, 1991; Kristof-Brown et al., 2005; Mensah & Bawole, 2017).”
supports “According to Kristof-Brown et al. (2005) and Verquer et al. (2003), perceptions of a stronger P-O fit assist employees in engaging in organizational helping behavior, which is one of the characteristics of someone who has found meaning in his work, namely helping the organization with his…”
supports “…way to enhance employee well-being is to focus on Person-Organi-zation (P-O) fit because a better P-O fit leads to more favorable job attitudes, including greater job satisfaction, increased organizational commitment, and lower job turnover intention (Kristof-Brown et al., 2005; Van Vianen, 2018).”
supports “Past research found that P-O fit positively affected some aspects of employee well-being, such as job satisfaction and organizational commitment (Kristof-Brown et al., 2005; Van Vianen, 2018).”
supports “Consistency between employee goals and organizational goals brings satisfaction among employees and boost operational efficiency and organizational performance (Kristof-brown et al., 2005).”
supports “Person-culture ft has been shown to be positively related to employees’ job satisfaction [1, 84, 85, 104] and psychological well-being [52], and negatively related to their turnover intentions [84, 85, 104].”
supports “Moreover, research has repeatedly shown that P-E fit correlates with organizational identification, satisfaction with the supervisor and colleagues, as well as group cohesion (for a meta-analysis see Kristof-Brown et al., 2005).”
supports “Similarly, better job performance is observed when individuals correspond to organizations (95).”
supports “…team members rather than the team leaders, in this case, PGF is still potentially conducive to the translation of environmental engagement, considering that it not only enhances individual satisfaction with coworkers and supervisors but also fosters group cohesion (Kristof-Brown et al., 2005).”
supports “Past research found that P-O fit positively affected some aspects of employee well-being, such as job satisfaction and organizational commitment (Kristof-Brown et al., 2005; Van Vianen, 2018).”
supports “Person-culture ft has been shown to be positively related to employees’ job satisfaction [1, 84, 85, 104] and psychological well-being [52], and negatively related to their turnover intentions [84, 85, 104].”
supports “This is because high levels of person-job fit make employees experience more organizational commitment, thus making them more willing to demonstrate high effort at work, which contributes to high task performance, and to invest resources into organizationally beneficial behaviors, such as OCBO (Kristof-Brown et al., 2005).”
supports “Suitability between personality and job will affect job satisfaction, organizational commitment, and performance (Kristof-Brown et al., 2005).”
Ancillary research
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Assembled from Principia’s registry — bibliographic record, extracted effect sizes, the models they inform, and open-access citing literature.