Personality–job fit theory
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The personality–job fit theory postulates that a person's personality traits will reveal insight as to adaptability within an organization. The degree of confluence between a person and the organization is expressed as their Person-Organization (P-O) fit. This is also referred to as a person–environment fit. A common measure of the P-O fit is workplace efficacy; the rate at which workers are able to complete tasks. These tasks are mitigated by workplace environs- for example, a worker who works more efficiently as an individual than in a team will have a higher P-O fit for a workplace that stresses individual tasks (such as accountancy). By matching the right personality with the right company workers can achieve a better synergy and avoid pitfalls such as high turnover and low job satisfaction. Employees are more likely to stay committed to organizations if the fit is 'good'.
In practice, P-O fit would be used to gauge integration with organizational competencies. The Individual is assessed on these competencies, which reveals efficacy, motivation, influence, and co-worker respect. Competencies can be assessed using various tools like psychological tests, assessment centres competency based interview, situational analysis, etc.
If the Individual displays a high P-O fit, we can say that the Individual would most likely be able to adjust to the company environment and work culture, and would be able to perform at an optimum level.
- Anderson, C, Flynn, F, Spataro, S (2008). Personality and Organizational Culture as Determinants of Influence. Journal of Applied Psychology, 53 (3)
- McMichael, A. J. 1978. Personality, behavioral, and situational modifiers of work stressors. In Cooper, C. L., & Payne, R. (Eds.). Stress at work. New York: Wiley.
- Carroll, J. F. X., & White, W. L. 1982. Theory building: Integrating individual and environmental factors within an ecological framework. In Paine, W. S. (Ed.). Job stress and burnout. Beverly Hills: Sage.
- Cable, D. M., & Parsons, C. K. 2001. Socialization tactics and person–organization fit. Personnel Psychology, 54(1): 1–23, Spring.
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