Person-Organization fit theories play an important role when organizations want to attract new employees. Person-Organization fit, abbreviated as P-O fit, is a popular theory, however its origin is unclear. “Models of P–O fit have grown increasingly popular as explanations of organization attraction and choice during the last decade (Kristof, 1996, as cited in Roberson, Collins & Oreg, 2005, p. 324)”.
The P-O fit is defined as “the compatibility between people and organizations that occurs when a) at least one entity provides what the other needs, or b) they share similar fundamental characteristics or c) both (Kristof, 1996, as cited in Ambrose et al., 2007, p. 324)”. The organization provides job possibilities and that is exactly what prospective employees need. Besides that, the characteristics of an organization can help attract prospective employees, when the characteristics of the organization are in line with the characteristics of the prospective employee.
The core of P-O fit, is the ‘right’ fit between the values of individuals and values of organizations. Prospective employees will prefer to work in organizations where the organizational values are in line with their own values (Cable & Judge...
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...n within Organizations. Journal of American Academy of Business, 5, 52-63.
Roberson, Q. M., Collins, C. J. & Oreg, S. (2005). The effects of recruitment message specificity on applicant attraction to organizations. Journal of Business and Psychology, 19 (3), 319-339).
Roobeek, A. (2010) Over de creatieve generatie en werk. Dit is het leven van Des’ree, zij gaat de wereld veranderen. De Delta Loyd Groep, Q2, 4, 40-43. (Doi number is not known).
Rupp, D. E., Ganapathi, J., Aguilera, R. V., & Williams, C. A. (2006). Employee reaction to corporate social responsibility: an organizational justice framework. Journal of Organizational Behaviour, 27, 537-543. doi: 10.1002/job.380.
Steers, T. M., Mowday, R. T., & Shapiro, D. L. (2004). Introduction to Special Topic Forum: The Future of Work Motivation Theory. The Academy of Management Review, 29 (3), 379-387.
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