A PERSON ORGANIZATION FIT PERSPECTIVE

Organizational attractiveness and the perspectives of job seekers: A Person organization Fit perspective

Introduction

Person Organization Fit Theory

The Personality-Job Fit Theory assumes that examining a person's personality will give insight into their adaptability in an organization. Basically, how well they will fit in and work. By matching the right personality with the right company you can achieve a better synergy and avoid pitfalls such as high turnover and low job satisfaction.

Person-Environment Fit: Looks at if the person and job are suited to one another and at how well the individual will fit in the overall organizational environment.

The Organisational Competencies are Defined in order to look at the requirements of the company which an individual is applying to. The Individual is then Assessed on these competencies and the competency fitment between the individual and the company is found out.

The Competencies can be assessed using various tools like Psychological Tests, Competency Based Interview, Situational Analysis, Etc.

If the Individual is found out to be good on competencies defined for the company using the various tools, we can say that the Individual would be able to adjust in the company environment and work culture and would be able to perform at his Optimum level, taking the performance to maximum level when required.

Hypotheses

H1. High on extroversion will be more attracted to high level of Internationalisation

H2. High on agreeableness will be more attracted to more centralised organisation

H3 High on conscientiousness will be more attracted to large sized organisations

H4 Low on emotional stability will be more attracted to centralised organisations

H5.low on emotional stability will be more attracted to organizations with a fixed pay system

Due to the current quantitative and qualitative shortages on some labour markets the attractiveness of organisations has become increasingly important. Earlier studies used Vroom's expectancy theory (e.g. Connolly & Vines, 1977; Greenhaus, Sugalski, & Crispin, 1978; Vroom, 1966) or decision theories (e.g. Herriot, Ecob, & Hutchison, 1980; Hill, 1974; Soel-berg, 1967) to examine organisational attractiveness. For instance, Vroom (1966) reported on a strong relationship between the attractiveness of an organisation and the perceived instrumentality of that organisation for accomplishing specific goals (e.g. higher salary, more opportunity for advancement, etc.). According to Soelberg (1967), however, the choice of an organisation was rather an ``unprogrammed'' decision process. Soelberg suggested that in a first phase applicants use only a few factors to screen alternatives. Once applicants find a job in an organisation, which fulfils their minimum criteria on the important factors, they tend to confirm this choice.

Literature Review

More recent studies framed the attractiveness of organisations for prospective applicants in the context of the fit between the person and the organisation (Kristof, 1996). Schneider's (1987) attraction-selection-attrition (ASA) model conceptually grounds this research stream. A premise under-lying the ASA model is that ``people in any organization are unique in that they are the ones attracted to, chosen by, and who choose to remain with an organization'' (Schneider, Smith, Taylor, & Fleenor, 1998, p. 463). Regard-ing the attraction phase, Schneider posited that individuals are differently attracted to organisations ...