person job t versus person organization t as predictors...

Personndashjob fit versus personndashorganization fit aspredictors of organizational attraction and jobacceptance intentions A longitudinal study

Sally A CarlessMonash University Australia

This longitudinal field study examined the relationship between perceived personndashjob(PJ) and personndashorganization (PO) fit and organizational attraction intentions to accepta job offer and actual job offer decision Data were collected from 193 graduateapplicants prior to the selection process during the selection process at the end of theselection process and after job acceptance decision The findings showed support forthe hypothesis that perceptions of PJ and PO fit influenced attraction at different stagesof selection The second hypothesis that the relationship between perceptions of PJ andPO fit and intentions to accept a job offer are mediated by organizational attraction waspartially supported Mid-selection the relationship between PJ fit perceptions andintentions to accept a job offer was mediated by organizational attraction in contrastat the end of the selection process there was a direct relationship between PJ fitperceptions and intentions PO fit perceptions were unrelated to intentions to accept ajob offer PJ and PO fit perceptions (before and during the selection process) wereunrelated to actual job acceptance decision These findings highlight the importance ofensuring that applicants have sufficient information about the job during therecruitment and selection process

Personndashenvironment (PE) fit theories propose that positive responses occur when

individuals fit or match the environment For example PE fit theories of vocational

choice propose that higher levels of satisfaction and mental and physical well-being will

occur when there is a good fit between the person and the environment (eg Dawis amp

Lofquist 1984 Holland 1997) Extensive research supports the proposition thatindividuals are satisfied with and adjust most easily to jobs that are congruent with their

own career-relevant personality types (Spokane 1985 Tinsley 2000)

The notion of PE fit is conceptualized as a general term under which fall more

specific notions of fit In the recruitment and selection domain two common forms of fit

have been identified personndashjob fit (PJ fit) or the match between an individual and the

requirements of a specific job and personndashorganization fit (PO fit) or the match

Correspondence should be addressed to Sally A Carless Psychology Department Monash University PO Box 197 CaulfieldEast Australia 3145 (e-mail SallyCarlessmedmonasheduau)

TheBritishPsychologicalSociety

411

Journal of Occupational and Organizational Psychology (2005) 78 411ndash429

q 2005 The British Psychological Society

wwwbpsjournalscouk

DOI101348096317905X25995

between an individual and broader organizational attributes The main body of research

on fit and recruitment and selection has been on PO fit However this approach

provides a weak test of the congruence hypothesis A stronger test of the hypothesis is

to assess PJ and PO fit jointly (Barber 1998) Using this approach we can assess the

relative importance of PJ and PO fit perceptions in job choice decisions Job openings

vary on a range of dimensions including knowledge skills and abilities requirementsand organizational attributes It is probable that job seekers evaluate the magnitude of

overlap between their own characteristics and those of the job and organization

conjointly (Breaugh 1992) Hence assessing PJ and PO fit simultaneously provides a

more realistic account of their relative influence Hence the main aim of the study was

to examine the relationship between applicant subjective perceptions of PJ and PO fit

and job choice attitudes and intentions at multiple time points during the recruitment

and selection process

Job seekerrsquos fit perceptions

PO fitKristof (1996) defined PO fit as lsquothe 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) bothrsquo (pp 4ndash5) Taking this approach

recognizes the distinction between supplementary and complementary fit Supplemen-tary fit occurs when a person has similar characteristics to other individuals and

complementary fit occurs when the individual and the situation meet each otherrsquos

needs

The application of PO fit to recruitment and selection has emerged from Schneiderrsquos

(1987) attraction-selection-attrition (ASA) model He proposed that attraction to

selection into and remaining in an organization are all determined by the perceived

similarity between the person and herhis work environment (ie PO fit) Specifically

individuals estimate the match between their personality attitudes and values and theorganizationrsquos values goals structures processes and culture (Schneider Goldstein amp

Smith 1995) Studies have shown that PO fit influenced attraction to an organization

(Bretz Ash amp Dreher 1989 Keon Latack amp Wanous 1982 Tom 1971) job acceptance

intentions (Bretz amp Judge 1994 Judge amp Bretz 1992) and hiring recommendations

(Cable amp Judge 1997) However none of these studies jointly examined PJ and PO fit

perceptions

PJ fitPJ fit is conceptualized as the match between individual knowledge skills and abilities

(KSA) and demands of the job or the needsdesires of an individual and what is provided

by the job (Edwards 1991 OrsquoReilly Chatman amp Caldwell 1991) According to the

literature on realistic job previews (RJP Wanous 1977 1980 1992) accurate and

realistic job information enables applicants to assess the degree of congruence betweentheir KSA and the job requirements (ie PJ fit Breaugh 1992 Breaugh amp Starke 2000

Wanous 1977 1980 1992) Applicants who perceive a fit between their KSA and the

job requirements are probable to remain in the selection process and accept a job offer

RJP research has shown that accurate and realistic job information during recruitment

and selection is associated with positive work outcomes (eg low attrition from

Sally A Carless412

recruitment process high job satisfaction low voluntary turnover high work

performance Meglino Ravlin amp deNisi 2000 Phillips 1998) However these studies

provide an indirect test of the PJ fit hypothesis as it is assumed that RJPs enable the

individual to assess the extent of PJ fit prior to job choice

Objective and subjective fitThe underlying assumption of the literature on RJP and ASA theory is that applicantsrsquo

subjective assessments of the match between their own characteristics and those of thejob and organization influence initial attraction decision to remain in the selection

process and job acceptance decision Schneider and his colleagues stated lsquoPeoplersquos

preferences for particular organizations are based upon an implicit estimate of the

congruence [emphasis added] of their own personal characteristics and the attributes of

potential work organizationsrsquo (Schneider et al 1995 p 749) It is subjective fit

perceptions and not objective fit that influences whether or not an individual pursues

work with an organization Thus subjective fit is a more accurate depiction of personal

reality than objective fit (Caplan 1987) Evidence indicates that compared withobjective fit subjective fit is a better predictor of applicant attitudes (Judge amp Cable

1997) and hiring outcomes (Adkins Russell amp Werbel 1994 Cable amp Judge 1997

Kinnicki Lockwood Hom amp Griffeth 1990)

Review of past research and hypothesis developmentOnly one study that examined applicant perceptions of PJ and PO fit and job choice

attitudes and decision could be found Cable and Judge (1996) surveyed job seekers

(N frac14 96) at three time points after initial campus interview after final job choice and

after the former job seeker had been in the job approximately 6 months The findings

showed that intentions to accept a job offer were related to perceptions of PO fit but

not PJ fit Contrary to expectations PJ fit was not related to actual job choice decision(r frac14 218 p 05) on the other hand PO fit was related and in the expected direction

(r frac14 32 p 02) In a subsequent study (in which only PO fit was examined) Judge

and Cable (1997) found that objective and subjective perceptions of PO fit were related

to organization attraction but not actual job decision

Together the Judge and Cable studies suggest that subjective PO fit perceptions

influence job seeking attitudes and intentions however the findings of Cable and Judge

(1996) suggest that subjective PJ fit perceptions may be of little importance On the

other hand studies of employed individuals have shown that PJ and PO fit perceptionshave a significant impact on job related outcomes (Chatman 1991 Lauver amp Kristof-

Brown 2001 Orsquo Reilly et al 1991 Saks amp Ashforth 1997) In addition recent research

by Cable and DeRue (2002) with employed individuals suggests that it is important to

examine both types of fit as they may be associated with different outcomes

Specifically they found that PO fit perceptions were related to organization-focused

outcomes (eg organizational identification) and PJ fit perceptions were associated with

job- and career-focused outcomes (eg career satisfaction job satisfaction and

occupational commitment) Decision to accept a job offer is based on both job-relatedand organizational related issues (Barber 1998 Breaugh 1992)

The theory of reasoned action (Ajzen 1991 2001 Ajzen amp Fishbein 1980 Fishbein amp

Ajzen 1975) posits that an individualrsquos beliefs about an object will manifest into either

positive or negative attitudes toward that object Based on whether these attitudes are

Recruitment and fit perceptions 413

positive or negative they will affect the individualrsquos attitude toward behaviours related to

this object An individualrsquos attitude toward a behaviour is then expected to influence

whether or not heshe will form an intention to engage in this behaviour Intentions are

also influenced by subjective norms

Applied to the selection context the theory of reasoned action predicts that

applicant attitudes towards the organization (ie attraction to the organization) willinfluence intentions to accept a job offer Consistent with this line of thinking Judge and

Cable (1997) speculated that PO fit perceptions may influence job choice indirectly via

attraction An extension of Judge and Cablersquos argument is that both PJ and PO fit

perceptions influence job choice indirectly via attraction Based on perceptions of job

and organization congruence applicants perceive an organization as a desirable place to

work In turn this positive perception influences their intentions to accept a job offer

Thus in this study it was proposed that perceptions of PJ and PO fit influence attraction

to the organization which in turn would directly influence intentions to accept a joboffer The hypothesized model is presented in Fig 1

The current studyRecruitment and selection is a series of activities over time Any single activity may

influence an applicantrsquos decision to seek employment with an organization continue to

remain in the selection process or to accept a job offer Longitudinal research designs

have several advantages (Barber 1998 Highhouse amp Hoffman 2001 Ryan amp Ployhart

2000 Schmitt 1999 Schmitt amp Chan 1998) First we know little about how attitudesand intentions change over time as applicants gain new information or how events

change their attitudes and intentions (Powell amp Goulet 1996) A longitudinal approach

enables us to track applicant perceptions as they move through the recruitment and

selection process In addition longitudinal research reduces the possibility of method

bias and gives greater confidence to attributions of causality Thus the current study

assessed attitudes and intentions at multiple time points during the recruitment and

selection process

A problem that plagues much of the fit studies of job choice is the heavy reliance oncollege students as a source for research data (Barber 1998 p 106) In addition with

few exceptions (Cable amp Judge 1996 Judge amp Cable 1997 Tom 1971) studies have

used hypothetical companies and information that has been closely controlled by the

researchers Asking lsquostudents for their perceptions does not appear to be a sufficient

surrogate for asking actual applicantsrsquo (Ryan amp Ployhart 2000 pp 601-602) The

subjective estimate approach to fit assumes that the perceived fit and attraction ratings

given in an experimental situation reflect the values attached to these during an actual

job search Breaugh (1992) stated that lsquosuch an assumption seems implausiblersquo (p 83)In summary there are concerns about the generalizability of findings based on samples

of college students The current study addressed this problem by surveying actual job

applicants

Figure 1 Model of the relationship between fit perceptions attraction and intentions

Sally A Carless414

The vast majority of applicant reaction research has emphasized attraction to an

organization and intentions to accept a job offer as dependent variables However

intentions are not the same as real job choices (Rynes 1991) Thus in addition to

organizational attraction and job acceptance intentions the current study examined

actual job acceptance decision

There are both strengths and limitations to Cable and Judgersquos (1996) study In termsof strengths the sample consisted of genuine applicants involved in the job search

process Second the authors assessed attitudes at three time points This approach

enabled them to examine the links between initial attitudes and actual job choice

decision Finally the study examined the relationship between PJ and PO subjective fit

perceptions and actual job choice decision There have been very few studies that have

examined the links between applicant attitudes and actual behaviour

In terms of limitations although the Cable and Judge study collected data at multiple

time points Time 1 data were collected after the initial interview Hence pre-selectionprocess perceptions of PJ and PO fit were not assessed Thus it is unknown whether or

not pre-selection perceptions of PJ and PO fit influence attraction and intentions

Second Cable and Judge used single items to assess perceived PJ and PO fit The authors

acknowledged that a disadvantage of this approach is that the variance in these

measures may have been constrained In addition it is uncertain whether the domains

of the constructs were fully sampled Furthermore PJ and PO fit perceptions and job

acceptance intentions were assessed at the same time It is possible that common

method variance may have inflated the relationship between these variables Thecurrent study addresses these limitations

The design of the study was to survey applicants at four time points before the

selection process (Time 1) during the selection process (Time 2) at the conclusion of

the selection process (Time 3) and after actual job offer (Time 4) Based on the

aforementioned literature the following hypotheses were formulated

Hypothesis 1 Subjective perceptions of PJ and PO fit assessed prior to and during the selectionprocess predict organizational attraction prior to and mid-selection

Hypothesis 2 Subjective perceptions of PJ and PO fit assessed prior to and during the selectionprocess predict intentions to accept a job offer mid- and end-of-selection

Hypothesis 3 Perceptions of organizational attraction mediate the relationship betweenperceptions of PJ and PO fit and intentions to accept a job offer

Due to the lack of research on fit perceptions and actual job choice the study also aimedto explore whether perceived PJ and PO fit influenced job choice decision

Control variableIt is reasonable to expect that number of alternative job offers would influence

employment seeking attitudes (eg job acceptance intentions) That is applicants

with fewer alternative offers would be more likely to accept a job offer compared with

those who have more alternatives Powell and Goulet (1996) found that the number ofalternative job offers (including current and expected job offers) influenced job

acceptance intentions Other studies have also reported that alternative employment

options influence job acceptance intentions (Cable amp Judge 1996 Liden amp Parsons

1986) In the current study total number of alternative job offers (expected and current)

was controlled for


Method

SampleGraduate applicants for an Australian national telecommunications company wereinvited to participate in the study For Stage 1 193 applicants agreed to participate in the

project The sample consisted of a similar number of females (N frac14 95 49) and males

(N frac14 98 51) The average age of applicants was 26 years (SD frac14 42) Applicants

applied for a range of positions including information technology (27) engineering

(20) human resources (15) marketing (14) and research (12) The initial

questionnaire was mailed by an external consulting organization Due to changes in

personnel the number of applicants who were sent the questionnaire is unknown and

therefore so is the response rate to the first questionnaire

ProcedureData were collected at four time points Time 1 ndash after application was received and

prior to any selection procedures Time 2 ndash after first selection interview Time 3 ndash after

all selection procedures had been completed and Time 4 ndash after job acceptance

decision was made The current study was part of a larger study of applicants

(see Carless 2003)

The selection process was managed by an external consulting firm On receipt of an

application the individual was either invited for an interview with a representative of

the consulting firm or informed that hisher application was unsuccessful Those who

were invited for an interview were sent a questionnaire (Time 1) Instructions asked

applicants to complete the questionnaire before their selection interview

A cover letter on University letterhead attached to each questionnaire informed

participants that the research was intended to help the consulting organization and the

sponsoring organization to improve the effectiveness of their selection procedures

They were assured that participation was voluntary and would not affect their

application for employment in any way They were assured of confidentiality and that

only myself and my assistant would see their responses A reply-paid self-addressed

envelope was supplied Participants were informed that I was interested in looking at

the links between initial attitudes and job acceptance intentions and tracking their

perceptions throughout the selection procedure Participants were asked to identify

themselves in order that responses from different points of time could be linked

The Time 2 questionnaire was mailed to applicants approximately 4 months after the

first questionnaire Of the 193 applicants who were sent the second questionnaire 140

were returned (73 response rate) The sample consisted of 78 females (55) and 62

males (45) The next stage of the selection process consisted of personality and ability

testing followed by an interview with an internal line manager and representative of the

human resource department Scores for selection procedures (eg psychological test

scores) were used to reduce slightly the applicant pool at each successive stage of the

selection process

The third questionnaire (Time 3) was sent to applicants after psychological testing

and the internal interviews were completed This was approximately 1 month after the

second questionnaire Of the 140 questionnaires sent out 81 responses were received

(58 response rate) Again the sample consisted of a similar number of females

(N frac14 45 56) and males (N frac14 36 44)

Approximately 3ndash4 weeks after the final questionnaire 81 applicants were

contacted about whether they had received a job offer and whether they had accepted it

Sally A Carless416

(Time 4) 65 responses were received Of these 34 received a job offer and 31 did not

20 accepted the offer (59) and 14 declined the offer (41)

As concerns have been raised about the effects of subject attrition on the relationship

among variables in longitudinal analyses (Goodman amp Blum 1996) two types of analyses

were used to check for differences between respondents and non-respondents These

were studentrsquos t test and multiple regression tTest analyses were conducted to determine

if there were any differences between respondents and non-respondents at Time 2 and

Time 3 Scores on all of the variables under consideration were examined The first set of

analyses compared scores on Time 1 variables for respondents and non-respondents at

Time 2 No significant differences were found The second set of analyses compared

scores on Time 2 variables for respondents and non-respondents at Time 3 Again no

significant differences were foundGoodman and Blum (1996) recommend comparing a multiple regression model for

the whole sample to a model including only those who responded to both data

collections Two sets of analyses were performed In the first set of analyses the

dependent variable was attraction to the organization at Time 1 in the second set the

dependent variable was attraction to the organization at Time 2 The first set of analyses

involved comparing the significance of the standardized beta weights of the independent

variables (alternative offers T1 PJ and PO fit T1) for the full sample at Time 1 compared

with Time 2 sample There was no difference in significance for the coefficients The

second set of analyses involved comparing the significance of the standardized beta

weights of the independent variables (alternative offers T2 PJ and PO fit T2) for the Time

2 sample compared with Time 3 sample Again there were no differences in significance

for the coefficients Thus attrition does not appear to have affected the underlying

relationships among the variables of interest

The first questionnaire (Time 1) asked for applicantsrsquo demographic information and

assessed number of expected and received alternative job offers perceptions of PJ and PO

fit and organizational attraction The second questionnaire (Time 2) assessed number of

expected and received alternative job offers attraction to the organization job

acceptance intentions and perceptions of PJ and PO fit The final questionnaire (Time 3)

assessed job acceptance intentions Table 1 provides a summary of the data collection

MeasuresOrganizational attraction was assessed by three items adapted from Smither Reilly

Millsap Pearlman and Stoffey (1993) These items assessed perceptions of the

attractiveness of working for the company (a frac14 77 77 Time 1 amp 2 respectively)

A sample item is lsquoX is one of the best places to workrsquo The response format was a 7-point

Likert scale with 1 representing strongly disagree and 7 representing strongly agreeJob acceptance intentions were measured by two items developed by Harris and

Fink (1987) These were lsquoIf you were offered the job would you accept itrsquo and lsquoIf you

were offered the job would you accept it immediatelyrsquo The response format was

a 7-point Likert scale with 1 representing not at all likely and 7 representing extremely

likely (a frac14 79 83 Time 2 amp 3 respectively)

PJ fit perceptions were assessed by four items developed by Saks and Ashforth

(1997) A sample item is lsquoTo what extent do your knowledge skills and abilities

ldquomatchrdquo or fit the requirements of the jobrsquo The response format for both fit scales was a

7-point Likert scale with 1 representing not at all and 7 representing completely

(a frac14 83 Time 1 amp 2)


PO fit perceptions were assessed by four items developed by Judge and Cable (1997)

The items were slightly adapted to reflect the current organization A sample item is lsquoTo

what extent do your values goals and personality ldquomatchrdquo or fit the current employees

of Xrsquo

Questions have been raised about the distinctiveness of perceived PJ and PO fit

(Kristof-Brown 2000 Lauver amp Kristof-Brown 2001 Werbal amp Gilliland 1999) so

exploratory factor analysis was used to assess the underlying dimensionality of measures

of PJ and PO fit Analyses showed that the eight items assessed two factors at Time 1 and

2 However the rotated solution showed that one item from the PO fit scale also loaded

highly on the PJ fit scale This item was removed The final analyses showed that 66 of

the variance at Time 1 was explained by a two-factor solution and 67 at Time 2

Reliability analysis of the three-item PO fit scale showed that although the scale

reliability was adequate (a frac14 69 Time 1 68 Time 2) it could be improved with the

removal of an additional item The reliability of the two-item PO fit measure was 79 at

Time 1 and 84 at Time 2 The items were lsquoDo you think the values and ldquopersonalityrdquo of

X employees reflect you own values and personalityrsquo lsquoTo what extent do your values

goals and personality ldquomatchrdquo or fit the current employees of Xrsquo1

Alternative job offers This was assessed by two items used by Harris and Fink

(1987) These assessed the number of job offers expected to be received and the

number received so far The response format was a 9-point Likert scale ranging from 0

to 8 or more (a frac14 68 74 Time 1 amp 2 respectively)

Job acceptance decision Applicants were asked if they had been offered a position

with the organization and wheather they accepted the offer (1 frac14 yes 2 frac14 no)

Missing data Eight individuals had missing data for one item in the variable job

acceptance intentions at Time 3 In order to maximize the number of cases and ensure

equivalent comparisons were made at each stage of the mediation analyses the

expectationndashmaximization algorithm or EM procedure for replacing missing data was

used This procedure involves estimating the mean the covariance matrix and

the correlation of variables with missing data using an iterative process (SPSSX

Version 11)

Table 1 A summary of the data collection

Pre-selection(Time 1)

Mid-selection(Time 2)

End-of-selection(Time 3)

After job acceptancedecision (Time 4)

Number of alternativejob offers


Intentions to accept ajob offer

Job acceptancedecision (yesno)

PJ amp PO fit perceptions PJ amp PO fit perceptionsOrganizational attraction Organizational attractionDemographics Intentions to accept a

job offer

Note The time interval between Time 1 and 2 was approximately 4 months between Time 2 and 3 itwas approximately 1 month and between Time 3 and 4 it was approximately 3ndash4 weeks

1 Items removed were lsquoTo what extent do your values goals and personality ldquomatchrdquo or fit Xrsquo lsquoTo what extent do your valuesand personality prevent you from ldquofitting inrdquo at X because they are different from most other employeesrsquo values andpersonalityrsquo

Sally A Carless418

Results

Descriptive statistics and intercorrelations for all the study variables are reported in

Table 2According to Baron and Kenny (1986) several steps are required to test for

mediation First the independent variable (PJ and PO fit) must be related to the

mediating variable (attraction to the organization) Hierarchical regressions were used to

examine the relationship between perceptions of PJ and PO fit and the dependent

variable of organizational attraction at Time 1 pre-selection and Time 2 mid-selection

The variable alternative job offers was entered at Step 1 as a control variable in the

analyses At Step 2 PJ and PO fit perceptions were entered

It can be seen in Table 3 that pre-selection PJ and PO fit perceptions explained

unique variance in attraction to the organization (Time 1 c R2 frac14 28 p 001) The

standardized beta weights show that both PJ and PO predict attraction (b frac14 041

t frac14 582 p 001 b frac14 018 t frac14 257 p 01 respectively) At mid-selection (Time 2)

the findings were similar PJ and PO fit perceptions explained unique variance in

attraction to the organization ( c R2 frac14 37 p 001) Again both PJ and PO fit

perceptions predicted attraction (b frac14 045 t frac14 586 p 001 b frac14 026 t frac14 342

p 001 respectively) Thus the first hypothesis that PJ and PO fit predicted attraction

was supported

The second requirement for mediation is to show that the independent variable (PJ

and PO fit) affects the dependent variable (intentions to accept an offer) The results of

the hierarchical regression analyses are presented in Table 4 It can be seen that after the

number of alternative job offers is controlled PJ and PO fit perceptions explain unique

variance in intentions to accept a job offer mid-way through selection (Time 2

c R2 frac14 18 p 001) However the standardized beta weights show that only PJ fit

perceptions are a significant predictor of intentions (b frac14 041 t frac14 468 p 001)

Again a similar pattern of findings was found at the end-of-selection (Time 3) PJ and PO

fit perceptions explained unique variance in intentions to accept a job offer end-of-

selection ( c R2 frac14 13 p 01) however only PJ fit perceptions are a significant

predictor (b frac14 033 t frac14 272 p 01) Thus there was partial support for the second

hypothesis PJ and not PO fit predicted intentions to accept a job offer

The third step of testing a mediation hypothesis is regressing the dependent variable

(intentions to accept) on the mediating variable (attraction) with the independent

variable included in the equation (PJ fit) Mediation exists if the effect of the

independent variable is less than it was without the mediating variable In order to

mitigate concerns about multicollinearity predictor variables measured prior to the

dependent variables were analysed in the same equation (eg IV frac14 PJ fit T1

mediator frac14 attraction T1 DV frac14 intentions to accept T2) As PO fit perceptions were

not related to intentions to accept mid- and end-of-selection (Time 2 and 3) this was not

included in the final equation

The results are presented in Table 5 At mid-selection (Time 2) it can be seen that

when the joint effects of attraction and PJ fit are examined pre-selection PJ fit

perceptions are significant (b frac14 021 t frac14 267 p 01) and the effect is less than when

attraction is not controlled (see Table 4) The Sobel test (Sobel 1982) was conducted to

determine whether attraction was a significant partial mediator of the relationship

The Sobel Test revealed that the link between PJ fit perceptions and intentions to accept

was partially mediated by attraction (z frac14 550 p 05)


Tab

le2

Des

crip

tive

stat

istics

and

inte

rcorr

elat

ions

for

allva

riab

les

M(SD

)M

inndashm

axsc

ore

1

2

3

4

5

6

7

8

9

10

Tim

e1

(Nfrac14

193)

1

PJF

226

7(3

06)

4ndash28

2

PO

F103

2(2

05)

2ndash14

48

3

Att

ract

iven

ess

188

7(2

37)

3ndash21

50

39

4

Alt

offer

s41

3(2

56)

0ndash16

07

07

0

Tim

e2

(Nfrac14

140)

5

PJF

228

4(2

96)

4ndash28

62

25

42

20

56

PO

F106

9(1

80)

2ndash14

41

50

42

21

14

6

7

Att

ract

iven

ess

183

8(2

68)

3ndash21

38

28

67

20

55

7

49

8

Job

inte

nt

111

3(2

93)

2ndash14

41

21

55

21

36

2

41

77

9

Alt

offer

s39

4(2

60)

0ndash16

08

04

07

6

02

10

21

52

16

Tim

e3

(Nfrac14

81)

10

Job

inte

nt

101

0(3

34)

2ndash14

21

11

20

20

43

9

21

36

66

21

2

Tim

e4

(Nfrac14

34)

11

Dec

isio

nto

acce

pt

ndashndash

20

11

22

13

18

20

12

17

24

2

25

2

52

25

5

p

05

p

01

max

frac14m

axim

um

score

poss

ible

jo

bin

tentfrac14

job

inte

ntions

alt

offer

-to

tal

num

ber

of

alte

rnat

ive

offer

sdec

isio

nto

acce

pt

(1frac14

yes

2frac14

no)

Sally A Carless420

At the end-of-selection (Time 3) a slightly different pattern of results was found PJ fit

perceptions are a significant predictor of intentions (B frac14 027 t frac14 216 p 01)

however attraction is not a significant predictor Hence mid-selection the relationship

between PJ fit and intentions to accept is mediated by attraction to the organization On

the other hand at the end of selection processes no support was found for a mediating

effect Rather PJ fit has a direct effect on intentions to accept Although PO fit was

related to attraction the findings suggest that PO fit was not related to intentions to

accept at either mid- or end-of-selection

In summary mid-selection attraction to the organization mediates the relationship

between PJ fit perceptions and intentions to accept a job offer At the end of selection PJ

fit perceptions have a direct effect on intention to accept a job offer there was no

evidence of attraction mediating the relationship Contrary to expectations PO fit was

unrelated to intentions to accept a job offer Thus mixed support for the mediation

hypothesis was found

Table 3 Mediators regressed on independent variables

Attraction (Time 1) Attraction (Time 2)

b c R 2 b c R 2

Step 1Alternative job offers (T1) 2004 0Alternative job offers (T2) 2012 02

Step 2PJ fit (T1) 041 28 37PO fit (T1) 018PJ fit (T2) 045PO fit (T2) 026(df ) R 2 (3189) 28 (3133) 40

T1 frac14 Time 1 T2 frac14 Time 2 p 05 p 01 p 001 b frac14 standardized beta weights of thefinal equation

Table 4 Dependent variables regressed on independent variables

Intentions to accept (Time 2) Intentions to accept (Time 3)

b c R 2 b c R 2


Step 2PJ fit (T1) 041 18PO fit (T1) 002PJ fit (T2) 033 13PO fit (T2) 003(df ) R 2 (3136) 19 (375) 39



Thirty-four applicants indicated they had received a job offer Of these 20 accepted

and 14 declined The correlations showed that Time 1 perceptions of PJ (r frac14 201

p 05) and PO fit (r frac14 12 p 05) were unrelated to actual job acceptance as were

Time 2 perceptions of PJ (r frac14 201 p 05) and PO fit (r frac14 217 p 05)

Discussion

Applicant perceptions of PJ and PO fit and job choice attitudes and intentions were

examined at multiple stages throughout the selection process prior to selection during

selection at the completion of selection and after job offer decision The first hypothesis

that PJ and PO fit perceptions would predict organizational attraction was supportedPrior to and during selection applicant perceptions of the match between their skills

knowledge and abilities and those of the job and the match between their values

needs and goals and those of the organization positively predicted their perceptions of

the organization as a desirable place to work The second hypothesis that PJ and PO fit

perceptions would predict job acceptance intentions was partially supported PJ and

not PO fit perceptions were related to acceptance intentions Thus it seems that while

both types of fit influence attraction to the organization PJ fit perceptions are the key

determinant of intentions to accept a job offerThe third hypothesis that organizational attraction would mediate the relationship

between PJ and PO fit perceptions and intentions to accept a job offer was partially

supported Mid-selection attraction mediated the relationship between PJ fit and

acceptance intentions At the end of selection PJ fit directly influenced intentions to

accept Thus attraction did not mediate the relationship These findings reflect the

stronger relationship between attraction and intentions early in the selection process

compared with later in the selection process (r frac14 55 ndash attraction Time 1 and intentions

Time 2 r frac14 36 ndash attraction Time 2 and intentions Time 3) This suggests that asindividuals move through the selection process and gain greater knowledge about the job

and organization variables other than affective attitudes towards the organization

influence intentions to accept a job offer for example job and organizational

characteristics (Cable amp Judge 1996 Lawler Kuleck Rhode amp Sorensen 1975

Table 5 Dependent variables regressed on mediators (with independent variables included)


b c R 2 b c R 2


Step 2PJ fit (T1) 021 18PJ fit (T2) 027 13

Step 3Attraction (T1) 044 15Attraction (T2) 019 03(df ) R 2 (3137) 34 (376) 17


Sally A Carless422

Taylor amp Bergmann 1987) According to the elaboration likelihood model of persuasive

communication (ELM Petty amp Cacioppo 1986) as applicants become more informed

about the job and closer to job acceptance decision they are more likely to utilize central

processing compared with peripheral processing and thus rely on actual job and

organizational characteristics (for a more detailed explanation of the application of ELM

see Larsen amp Phillips 2002) It has also been argued that during the job search

process attitudes change from being unrealistically positive to more realistic andobjective (Osborn 1990)

Contrary to expectations PO fit was not related to acceptance intentions either mid-

or end of selection Inspection of the correlation matrix (see Table 2) shows that

perceptions of PJ fit tended to have a stronger relationship with attraction and

intentions to accept compared with PO fit For example the correlation between PJ fit

perceptions and intentions to accept mid-selection was 62 (p 01) and PO fit

perceptions and intentions to accept was 41 (p 01) later in the process the

respective correlations were 39 (p 01) and 21 (p 05) Note that the first set of

correlations is cross-sectional and the second set is notThe finding that PJ fit and not PO fit perceptions predict job acceptance intentions

suggests those who invest in their human capital (ie graduates) are more interested in

ensuring that the job they choose to accept utilizes their KSA rather than working in an

environment that is congruent with their values and goals Similar findings with

employed individuals have been reported by Cable and DeRue (2002) They found that

perceived needs-supply fit (ie PJ fit) was related to career satisfaction and occupational

commitment whereas perceived PO fit was not related Studies of recruiter perceptions

of fit have also shown that perceived PJ fit compared with PO fit is more closely related

to hiring recommendations (Kristof-Brown 2000) and general perceptions of applicantfit (Bretz Rynes amp Gerhart 1993) Together these findings suggest that career related

decisions are strongly influenced by perceived match between individual capabilities

and the job requirements (ie PJ fit) rather than their match with an organizationrsquos

cultural values (ie PO fit)

In contrast to the current findings Cable and Judge (1996) reported that job

acceptance intentions after initial interview were related to perceptions of PO fit but

not PJ fit perceptions There are several possible explanations for the differing findings

First sample differences may be partly responsible Over half of Cable and Judgersquos

sample were seeking internships and less than half were looking for full-time work

Analyses showed that the magnitude of the relationship between perceived PO fit andjob choice intentions was different for the two groups a stronger relationship was found

for the full-time job seekers The current study sample consisted of genuine applicants

seeking a range of full-time positions

Second measurement issues may account for the differences The current study

used four items to assess applicantsrsquo perceptions of PJ fit whereas Cable and Judge

(1996) used a single item In addition the current study used two items to assess job

acceptance intentions whereas Cable and Judge used a single item Single items restrict

the range of variance and therefore the relationship between fit perceptions and job

choice intentions may have been underestimated in Cable and Judgersquos work a pointacknowledged by the authors The extent to which single items capture the full

meaning of a construct is also unclear

Third recruitment and selection stage differences may explain the differences Cable

and Judge (1996) surveyed potential applicants early in the job seeking process

questionnaires were completed immediately after initial campus interview On the other


hand the current study assessed applicant attitudes at later stages of the selection

process during and at the completion of selection Related to this point it is also

possible that the selection procedures influenced applicant perceptions of PJ and PO fit

for example structured interviews (Judge Higgins amp Cable 2000) In the current study

the selection procedures of psychological testing and line managersrsquo interviews were

conducted between Time 2 and 3 data collection

Fourth stage differences may also be related to other differences From

correspondence with my American colleagues I understand that the applicant pool

varies widely across campus interviews In some instances everyone who applies is

interviewed in other situations a screening process is used to determine who is

interviewed It is unknown whether the Cable and Judge sample had already been

screened Finally the current sample applied for specific positions (eg human

resources) Application for a specific position together with an interview by your

potential manager would enable an applicant to better assess their PJ fit compared with

application for a graduate position Details about the application process for the Cable

and Judge sample were not given

Actual job choice was not influenced by initial or mid-selection perceptions of PJ or

PO fit This finding is consistent with Cable and Judge (1996) It is important to note that

these findings should be regarded as tentative pending further investigation due to the

small sample size It is possible that theory of reasoned action (Ajzen 1991 2001 Ajzen

amp Fishbein 1980 Fishbein amp Ajzen 1975) is a more useful theoretical framework for

understanding job acceptance decision (Lawler et al 1975 Powell amp Goulet 1996

Stevens 1997) compared with ASA theory

Limitations and strengthsThere are several limitations and strengths of the study that need to be acknowledged

The sample consisted of genuine applicants for a range of positions There has been a

lack of field studies on applicant fit perceptions (Barber 1998 Highhouse amp Hoffman2001 Ryan amp Ployhart 2000) However the applicants were all applying to join the one

organization Thus although perceptions of PJ fit assessed how well applicants matched

with a variety of positions perceptions of PO fit measured how well employees

matched with a single organization in a single industry Thus the generalizability of

these results to other organizations and industries is unknown

At each stage of data collection the sample was slightly reduced This was an

inevitable outcome of the longitudinal research design As noted earlier I was able to

show that sample attrition did not lead to sample bias The first data collection point was

prior to interview but only those who were selected for an initial interview were invited

to participate in the study Unknown is the extent that this group differed from rejected

applicants and if the study sample was biased It is feasible that recruiter perceptions of

PJ and PO fit influenced the decision to invite to interview (Cable amp Judge 1997)

Thus it is possible that the variance in early perceptions of PJ and PO fit was restricted

The most common effect of range restriction is attenuation of correlation coefficients

Hence it is possible that the relationship between early perceptions of PJ and PO fit and

outcomes was underestimated

At the later stage of data collection it is possible that applicants who had already been

rejected responded to the questionnaire Although it is more probable that rejected

applicants did not complete the questionnaire a few may have completed the

Sally A Carless424

questionnaire at Time 2 or 3 Future researchers should ensure that they have mechanisms

in place that enable them to check respondentsrsquo outcomes in the selection process

A strength of this study was the longitudinal design Taking this approach meant that

I was able reduce the problem of common method bias However the flip side of this is

sample attrition Sample attrition may have occurred for multiple reasons including self-

selection and recruiter perceptions of lack of fit or unsuitability Thus it is possible thatthe variance in perceived fit was reduced because of the constrained sample It is

unlikely however that range restriction would change the direction of the coefficients

obtained It is more probable that the magnitude of the relationship between fit

perceptions and job choice attitudes and intentions was underestimated

Implications and future researchThis study contributes to the small body of evidence that perceptions of PJ and PO fit

explain unique variance in the selection context (Bretz et al 1993 Kristof-Brown

2000) Most past research has assessed only one type of fit (eg Bretz et al 1989

Dineen Ash amp Noe 2002 Judge amp Bretz 1992 Judge amp Cable 1997) Assessing the two

types of fit simultaneously provides a stronger test of the congruence hypothesis and a

more realistic representation of the job search process Given the limited research in this

area and the conflicting findings between this study and that of Cable and Judge (1996)

there is a need for research that replicates and extends these findings For exampleresearchers have yet to examine the impact of different recruitment and selection

procedures on applicant ability to assess perceived fit This raises the following research

questions Does advertising for a specific position compared with generic advertising

(eg graduates) influence ability to assess perceived fit Do different selection

procedures differentially affect applicant perceived fit

Selection studies have consistently shown that subjective fit is a better predictor of a

range of outcomes compared with objective fit It is possible that applicant subjective fit

may be more influential at organizational entry due to lack of experience andopportunity to observe the actual organization (Verquer Beehr amp Wagner 2001) The

findings of Cable and Judge (1996) suggest that subjective PO fit perceptions are based

on perceived value congruence (ie congruence based on applicantsrsquo perceptions of

organizationsrsquo values and their own values) Future research should investigate the links

between applicant objective congruence (ie fit assessed by including someone elsersquos

perception) perceived congruence and subjective fit perceptions

Research in the vocational choice domain suggests that identification of the core job

aspects of an occupation compared with general aspects may improve the prediction ofattraction and intentions to accept an offer (Gati Garty amp Fassa 1996) For example the

core aspects for political scientist were using verbal ability analytical ability and

intellectual curiosity The median within-occupation correlation between PE fit and

occupational satisfaction was 27 when all aspects were considered and 85 when only

the core aspects were considered This is consistent with the speculation of Breaugh

and Billings (1988) that RJP information has stronger effects if the information-targeted

aspects of the job are seen as important by applicants Gati et alrsquos (1996) methodology is

an innovative approach to the problem of specifying applicant fit content and may beworth further exploring

Practically organizations seeking to recruit individuals would be well advised to

provide detailed and specific information that would enable applicants to evaluate their

PJ fit for example the nature of the work training opportunities level of responsibility


the KSA required (Barber amp Roehling 1993) and how the job might change over time

(Schein 1978) As well it is recommended that organizations provide information about

their values policies and culture so that individuals can assess their PO fit This is based

on the finding that initial attraction is influenced by perceived PO fit It has also been

recommended that organizations use a standardized common metric to assess applicant

fit for selection purposes (Cable amp DeRue 2002) An alternative perspective that follows

from the research of Ganzach Pazy Ohayun and Brainin (2002) is to facilitate applicantsrsquo

ability to assess the degree of PJ and PO fit For example an instrument could be

developed that enabled applicants to assess the magnitude of fit prior to applying for a job

or the same instrument could used as a basis for discussion about the magnitude of their fit

with the job and organization during the selection process The findings of Ganzach et al

suggest that inducing a perception of a caring organization has considerable positive

impact on individuals Behaviour that demonstrates a genuine interest in helping the

applicant choose a job that fitted their KSA and values needs and abilities is probable to

result in perceptions of a caring organization

In summary slightly mixed results were found regarding the mediating role of

attraction Mid-selection the relationship between PJ fit and acceptance intentions was

mediated by attraction in contrast at the end of selection PJ fit directly influenced

acceptance intentions A clearer picture emerged regarding applicant PO fit

perceptions this was unrelated to acceptance intentions (mid-selection and end-of-

selection) Further research is needed that jointly examines perceptions of PJ and PO fit

in the context of recruitment and selection

Acknowledgements

I would like to acknowledge the constructive and helpful suggestions made by Dan Turban

Amy Kristof-Brown Annelies van Vianen John Arnold and three anonymous reviewers An earlier

version of this paper was presented at the 17th Annual Conference Society for Industrial and

Organizational Psychology Toronto Canada 12-14 April 2002

References

Adkins C L Russell C L amp Werbel J D (1994) Judgements of fit in the selection process The

role of work value congruence Personnel Psychology 47 605ndash623

Ajzen I (1991) The theory of planned behaviour Organizational Behavior and Human

Decision Processes 50 179ndash211

Ajzen I (2001) Nature and operation of attitudes Annual Review of Psychology 52 27ndash58

Ajzen I amp Fishbein M (1980) Understanding attitudes and predicting social behavior

Englewood Cliffs NJ Prentice-Hall

Barber A E (1998) Recruiting employees Individual and organizational perspectives

Thousand Oaks CA Sage Publications

Barber A E amp Roehling M V (1993) Job postings and the decision to interview A verbal

protocol analysis Journal of Applied Psychology 78 845ndash856

Baron R H amp Kenny D A (1986) The moderator-mediator variable distinction in social

psychological research Conceptual strategic and statistical considerations Journal of

Personality and Social Psychology 51 1173ndash1182

Breaugh J A (1992) Recruitment Science and practice Boston PWS-Kent

Breaugh J A amp Billings R S (1988) The realistic job preview Five elements and their

importance for research and practice Journal of Business and Psychology 2 291ndash305

Sally A Carless426

Breaugh J A amp Starke M (2000) Research on employee recruitment So many studies so many

remaining questions Journal of Management 26 405ndash434

Bretz R D Jr Ash R A amp Dreher G F (1989) Do people make the place An examination of the

attraction-selection-attrition hypothesis Personnel Psychology 42 561ndash581

Bretz R D amp Judge T A (1994) Person-organization fit and the theory of work adjustment

Implications for satisfaction tenure and career success Journal of Vocational Behaviour 44

32ndash54

Bretz R D Rynes S L amp Gerhart B (1993) Recruiter perceptions of applicant fit Implications

for individual career preparation and job search behavior Journal of Vocational Behavior 43

310ndash327

Cable D M amp DeRue D S (2002) The convergent and discriminant validity of subjective fit

perceptions Journal of Applied Psychology 87 875ndash884

Cable D M amp Judge T A (1996) Person-organization fit job choice decisions and

organizational entry Organizational Behavior and Human Decision Processes 67 294ndash311

Cable D M amp Judge T A (1997) Interviewersrsquo perceptions of person-organization fit and

organizational selection decisions Journal of Applied Psychology 82 546ndash561

Caplan R D (1987) Person-environment fit theory and organizations Commensurate

dimensions time perspectives and mechanisms Journal of Vocational Behavior 31

248ndash267

Carless S A (2003) A longitudinal study of applicant reactions to selection procedures and job

and organizational characteristics International Journal of Selection and Assessment 11

345ndash351

Chatman J A (1991) Matching people and organizations Selection and socialization in public

accounting firms Administrative Science Quarterly 36 459ndash484

Dawis R V amp Lofquist L H (1984) A psychological theory of work adjustment Minneapolis

University of Minnesota Press

Dineen B R Ash S R amp Noe R A (2002) A web of applicant attraction Person-organization fit

in the context of web-based recruitment Journal of Applied Psychology 87 723ndash734

Edwards J R (1991) Person-job fit A conceptual integration literature review and

methodological critique In C L Cooper amp I T Robertson (Eds) International review of

industrial and organizational psychology (Vol 6 pp 283ndash357) New York Wiley

Fishbein M amp Ajzen I (1975) Belief attitude intention and behavior An introduction to

theory and research Reading MA Addison-Wesley

Ganzach Y Pazy A Ohayun Y amp Brainin E (2002) Social exchange and organizational

commitment Decision-making training for job choice as an alternative to the realistic job

preview Personnel Psychology 55 613ndash637

Gati I Garty Y amp Fassa N (1996) Using career-related aspects to assess person-environment fit

Journal of Counseling Psychology 43 196ndash206

Goodman J S amp Blum T C (1996) Assessing the non-random sampling effects of subject

attrition in longitudinal research Journal of Management 22 627ndash652

Harris M amp Fink L S (1987) A field study of applicant reactions to employment opportunities

Does the recruiter make a difference Personnel Psychology 40 765ndash784

Highhouse S amp Hoffman J R (2001) Organizational attraction and job choice In C L Cooper amp

I T Robertson (Eds) International review of industrial and organizational psychology

(Vol 15 pp 37ndash64) Manchester UK Wiley

Holland J L (1997) Making vocational choices A theory of vocational personalities and work

environments (3rd ed) Odessa FL Psychological Assessment Resources

Judge T A amp Bretz R D (1992) Effects of work values on job choice decisions Journal of

Applied Psychology 77 261ndash271

Judge T A amp Cable D M (1997) Applicant personality organizational culture and

organizational attraction Personnel Psychology 50 359ndash394


Judge T A Higgins C A amp Cable D M (2000) The employment interview A review of recent

research and recommendations for future research Human Resource Management Review

10 383ndash406

Keon T L Latack J C amp Wanous J P (1982) Image congruence and the treatment of difference

scores in organizational research Human Relations 35 155ndash166

Kinnicki A J Lockwood C A Hom P W amp Griffeth R W (1990) Interviewer prediction of

applicant qualifications and interviewer validity Aggregate and individual analyses Journal of


Kristof A L (1996) Person-organization fit an integrative review of its conceptualizations

measurement and implications Personnel Psychology 49 1ndash49

Kristof-Brown A L (2000) Perceived applicant fit Distinguishing between recruitersrsquo

perceptions of person-job and person-organization fit Personnel Psychology 53 643ndash671

Larsen D A amp Phillips J I (2002) Effect of recruiter on attraction to the firm Implications of the

elaboration likelihood model Journal of Business and Psychology 16 347ndash364

Lauver K J amp Kristof-Brown A (2001) Distinguishing between employeersquos perceptions of

person-job and person-organization fit Journal of Vocational Behavior 59 454ndash490

Lawler E E Kuleck W J Rhode J G amp Sorensen J E (1975) Job choice and post decision

dissonance Organizational Behavior and Human Performance 13 133ndash145

Liden R C amp Parsons C K (1986) A field study of job applicant interview perceptions

alternative opportunities and demographic characteristics Personnel Psychology 39

109ndash122

Meglino B M Ravlin E C amp DeNisi A S (2000) A meta-analytic examination of realistic job

preview effectiveness A test of three counterintuitive propositions Human Resource

Management Review 10 407ndash434

OrsquoReilly C A Chatman J A amp Caldwell M M (1991) People and organizational culture A

Q-sort approach to assessing person-organization fit Academy of Management Journal 34

487ndash516

Osborn D P (1990) A re-examination of the organizational choice process Journal of

Vocational Behaviour 36 45ndash60

Petty R E amp Cacioppo J T (1986) Communication and persuasion Central and peripheral

routes to attitude change New York Springer-Verlag

Phillips J M (1998) Effects of realistic job previews on multiple organizational outcomes A meta-

analysis Academy of Management Journal 41 673ndash690

Powell G N amp Goulet L R (1996) Recruitersrsquo and applicantsrsquo reactions to campus interviews

and employment decisions Academy of Management Journal 39 1619ndash1640

Ryan A M amp Ployhart R E (2000) Applicantsrsquo perceptions of selection procedures and

decisions A critical review and agenda for the future Journal of Management 26 565ndash606

Rynes S L (1991) Recruitment job-choice and post-hire consequences A call for new research

directions In M D Dunnette amp L M Hough (Eds) Handbook of industrial and

organizational psychology (2nd ed) (pp 399ndash444) Palo Alto CA Consulting Psychologists

Press

Saks A M amp Ashforth B E (1997) A longitudinal investigation of the relationships between job

information sources applicant perceptions of fit and work outcomes Personnel Psychology

50 395ndash426

Schein E H (1978) Career dynamics Matching individual and organizational needs Reading

MA Addison-Wesley

Schmitt N (1999) The current and future status of research on the employment interview In

R W Eder amp M M Harris (Eds) The employment interview handbook (pp 355ndash367)

Thousand Oaks CA Sage

Schmitt N amp Chan D (1998) Personnel selection A theoretical approach Thousand Oaks CA

Sage Publications

Schneider B (1987) The people make the place Personnel Psychology 40 437ndash453

Sally A Carless428

Schneider B Goldstein H W amp Smith D B (1995) The ASA framework An update Personnel

Psychology 48 747ndash773

Smither J W Reilly R R Millsap R E Pearlman K amp Stoffey R W (1993) Applicant reactions

to selection procedures Personnel Psychology 46 49ndash76

Sobel M E (1982) Asymptotic interverals for indirect effects in structural equation models

In S Leinhardt (Ed) Sociological methodology 1982 (pp 290ndash312) San Francisco Jossey-

Bass

Spokane A R (1985) A review of research on person-environment congruence in Hollandrsquos

theory of careers Journal of Vocational Behavior 26 306ndash343

Stevens C K (1997) Effects of preinterview beliefs on applicantsrsquo reactions to campus

interviews Academy of Management Journal 40 947ndash966

Taylor M S amp Bergmann T J (1987) Organizational recruitment activities and applicantsrsquo

reactions at different stages of the recruitment process Personnel Psychology 40 261ndash285

Tinsley H E A (2000) The congruence myth An analysis of the efficacy of the person-

environment fit model Journal of Vocational Behavior 56 147ndash179

Tom V R (1971) The role of personality and organizational images in the recruiting process

Organizational Behavior and Human Performance 6 573ndash592

Verquer M L Beehr T A amp Wagner S (2001 April) Narrative and meta-analytic reviews of

person-organization fit research Conceptual and measurement issues and relationships

with work attitudes Paper presented at the Annual Conference for the Society for Industrial

and Organizational Psychology San Diego CA

Wanous J P (1977) Organizational entry Newcomers moving from outside to inside

Psychological Bulletin 2 601ndash618

Wanous J P (1980) Organizational entry Recruitment selection orientation and

socialization of newcomers Reading MA Addison-Wesley


socialization of newcomers (2nd ed) Reading MA Addison-Wesley

Werbal J D amp Gilliland S W (1999) Person-environment fit in the selection process Research

in Personnel and Human Resources Management 17 209ndash243

Received 24 April 2003 revised version received 4 May 2004


between an individual and broader organizational attributes The main body of research

on fit and recruitment and selection has been on PO fit However this approach

provides a weak test of the congruence hypothesis A stronger test of the hypothesis is

to assess PJ and PO fit jointly (Barber 1998) Using this approach we can assess the

relative importance of PJ and PO fit perceptions in job choice decisions Job openings

vary on a range of dimensions including knowledge skills and abilities requirementsand organizational attributes It is probable that job seekers evaluate the magnitude of

overlap between their own characteristics and those of the job and organization

conjointly (Breaugh 1992) Hence assessing PJ and PO fit simultaneously provides a

more realistic account of their relative influence Hence the main aim of the study was

to examine the relationship between applicant subjective perceptions of PJ and PO fit

and job choice attitudes and intentions at multiple time points during the recruitment

and selection process

Job seekerrsquos fit perceptions

PO fitKristof (1996) defined PO fit as lsquothe 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) bothrsquo (pp 4ndash5) Taking this approach

recognizes the distinction between supplementary and complementary fit Supplemen-tary fit occurs when a person has similar characteristics to other individuals and

complementary fit occurs when the individual and the situation meet each otherrsquos

needs

The application of PO fit to recruitment and selection has emerged from Schneiderrsquos

(1987) attraction-selection-attrition (ASA) model He proposed that attraction to

selection into and remaining in an organization are all determined by the perceived

similarity between the person and herhis work environment (ie PO fit) Specifically

individuals estimate the match between their personality attitudes and values and theorganizationrsquos values goals structures processes and culture (Schneider Goldstein amp

Smith 1995) Studies have shown that PO fit influenced attraction to an organization

(Bretz Ash amp Dreher 1989 Keon Latack amp Wanous 1982 Tom 1971) job acceptance

intentions (Bretz amp Judge 1994 Judge amp Bretz 1992) and hiring recommendations

(Cable amp Judge 1997) However none of these studies jointly examined PJ and PO fit

perceptions

PJ fitPJ fit is conceptualized as the match between individual knowledge skills and abilities

(KSA) and demands of the job or the needsdesires of an individual and what is provided

by the job (Edwards 1991 OrsquoReilly Chatman amp Caldwell 1991) According to the

literature on realistic job previews (RJP Wanous 1977 1980 1992) accurate and

realistic job information enables applicants to assess the degree of congruence betweentheir KSA and the job requirements (ie PJ fit Breaugh 1992 Breaugh amp Starke 2000

Wanous 1977 1980 1992) Applicants who perceive a fit between their KSA and the

job requirements are probable to remain in the selection process and accept a job offer

RJP research has shown that accurate and realistic job information during recruitment

and selection is associated with positive work outcomes (eg low attrition from

Sally A Carless412































































selection process










applicants


Sally A Carless414




































was controlled for


Method













(see Carless 2003)























selection process








Sally A Carless416

















































of Xrsquo


























Version 11)











job offer



Sally A Carless418

Results

















was supported






























Tab

le2

Des

crip

tive

stat

istics

and

inte

rcorr

elat

ions

for

allva

riab

les

M(SD

)M

inndashm

axsc

ore

1

2

3

4

5

6

7

8

9

10

Tim

e1

(Nfrac14

193)

1

PJF

226

7(3

06)

4ndash28

2

PO

F103

2(2

05)

2ndash14

48

3

Att

ract

iven

ess

188

7(2

37)

3ndash21

50

39

4

Alt

offer

s41

3(2

56)

0ndash16

07

07

0

Tim

e2

(Nfrac14

140)

5

PJF

228

4(2

96)

4ndash28

62

25

42

20

56

PO

F106

9(1

80)

2ndash14

41

50

42

21

14

6

7

Att

ract

iven

ess

183

8(2

68)

3ndash21

38

28

67

20

55

7

49

8

Job

inte

nt

111

3(2

93)

2ndash14

41

21

55

21

36

2

41

77

9

Alt

offer

s39

4(2

60)

0ndash16

08

04

07

6

02

10

21

52

16

Tim

e3

(Nfrac14

81)

10

Job

inte

nt

101

0(3

34)

2ndash14

21

11

20

20

43

9

21

36

66

21

2

Tim

e4

(Nfrac14

34)

11

Dec

isio

nto

acce

pt

ndashndash

20

11

22

13

18

20

12

17

24

2

25

2

52

25

5

p

05

p

01

max

frac14m

axim

um

score

poss

ible

jo

bin

tentfrac14

job

inte

ntions

alt

offer

-to

tal

num

ber

of

alte

rnat

ive

offer

sdec

isio

nto

acce

pt

(1frac14

yes

2frac14

no)

Sally A Carless420

















b c R 2 b c R 2






b c R 2 b c R 2









Discussion
























b c R 2 b c R 2





Sally A Carless422


























































































Sally A Carless424

































































Acknowledgements





References


















Sally A Carless426







32ndash54



310ndash327









248ndash267



345ndash351

































10 383ndash406


















109ndash122






487ndash516














Press



50 395ndash426


MA Addison-Wesley





Sage Publications


Sally A Carless428







Bass























































































selection process










applicants


Sally A Carless414




































was controlled for


Method













(see Carless 2003)























selection process








Sally A Carless416

















































of Xrsquo


























Version 11)











job offer



Sally A Carless418

Results

















was supported






























Tab

le2

Des

crip

tive

stat

istics

and

inte

rcorr

elat

ions

for

allva

riab

les

M(SD

)M

inndashm

axsc

ore

1

2

3

4

5

6

7

8

9

10

Tim

e1

(Nfrac14

193)

1

PJF

226

7(3

06)

4ndash28

2

PO

F103

2(2

05)

2ndash14

48

3

Att

ract

iven

ess

188

7(2

37)

3ndash21

50

39

4

Alt

offer

s41

3(2

56)

0ndash16

07

07

0

Tim

e2

(Nfrac14

140)

5

PJF

228

4(2

96)

4ndash28

62

25

42

20

56

PO

F106

9(1

80)

2ndash14

41

50

42

21

14

6

7

Att

ract

iven

ess

183

8(2

68)

3ndash21

38

28

67

20

55

7

49

8

Job

inte

nt

111

3(2

93)

2ndash14

41

21

55

21

36

2

41

77

9

Alt

offer

s39

4(2

60)

0ndash16

08

04

07

6

02

10

21

52

16

Tim

e3

(Nfrac14

81)

10

Job

inte

nt

101

0(3

34)

2ndash14

21

11

20

20

43

9

21

36

66

21

2

Tim

e4

(Nfrac14

34)

11

Dec

isio

nto

acce

pt

ndashndash

20

11

22

13

18

20

12

17

24

2

25

2

52

25

5

p

05

p

01

max

frac14m

axim

um

score

poss

ible

jo

bin

tentfrac14

job

inte

ntions

alt

offer

-to

tal

num

ber

of

alte

rnat

ive

offer

sdec

isio

nto

acce

pt

(1frac14

yes

2frac14

no)

Sally A Carless420

















b c R 2 b c R 2






b c R 2 b c R 2









Discussion
























b c R 2 b c R 2





Sally A Carless422


























































































Sally A Carless424

































































Acknowledgements





References


















Sally A Carless426







32ndash54



310ndash327









248ndash267



345ndash351

































10 383ndash406


















109ndash122






487ndash516














Press



50 395ndash426


MA Addison-Wesley





Sage Publications


Sally A Carless428







Bass




























































was controlled for


Method













(see Carless 2003)























selection process








Sally A Carless416

















































of Xrsquo


























Version 11)











job offer



Sally A Carless418

Results

















was supported






























Tab

le2

Des

crip

tive

stat

istics

and

inte

rcorr

elat

ions

for

allva

riab

les

M(SD

)M

inndashm

axsc

ore

1

2

3

4

5

6

7

8

9

10

Tim

e1

(Nfrac14

193)

1

PJF

226

7(3

06)

4ndash28

2

PO

F103

2(2

05)

2ndash14

48

3

Att

ract

iven

ess

188

7(2

37)

3ndash21

50

39

4

Alt

offer

s41

3(2

56)

0ndash16

07

07

0

Tim

e2

(Nfrac14

140)

5

PJF

228

4(2

96)

4ndash28

62

25

42

20

56

PO

F106

9(1

80)

2ndash14

41

50

42

21

14

6

7

Att

ract

iven

ess

183

8(2

68)

3ndash21

38

28

67

20

55

7

49

8

Job

inte

nt

111

3(2

93)

2ndash14

41

21

55

21

36

2

41

77

9

Alt

offer

s39

4(2

60)

0ndash16

08

04

07

6

02

10

21

52

16

Tim

e3

(Nfrac14

81)

10

Job

inte

nt

101

0(3

34)

2ndash14

21

11

20

20

43

9

21

36

66

21

2

Tim

e4

(Nfrac14

34)

11

Dec

isio

nto

acce

pt

ndashndash

20

11

22

13

18

20

12

17

24

2

25

2

52

25

5

p

05

p

01

max

frac14m

axim

um

score

poss

ible

jo

bin

tentfrac14

job

inte

ntions

alt

offer

-to

tal

num

ber

of

alte

rnat

ive

offer

sdec

isio

nto

acce

pt

(1frac14

yes

2frac14

no)

Sally A Carless420

















b c R 2 b c R 2






b c R 2 b c R 2









Discussion
























b c R 2 b c R 2





Sally A Carless422


























































































Sally A Carless424

































































Acknowledgements





References


















Sally A Carless426







32ndash54



310ndash327









248ndash267



345ndash351

































10 383ndash406


















109ndash122






487ndash516














Press



50 395ndash426


MA Addison-Wesley





Sage Publications


Sally A Carless428







Bass

























Method













(see Carless 2003)























selection process








Sally A Carless416

















































of Xrsquo


























Version 11)











job offer



Sally A Carless418

Results

















was supported






























Tab

le2

Des

crip

tive

stat

istics

and

inte

rcorr

elat

ions

for

allva

riab

les

M(SD

)M

inndashm

axsc

ore

1

2

3

4

5

6

7

8

9

10

Tim

e1

(Nfrac14

193)

1

PJF

226

7(3

06)

4ndash28

2

PO

F103

2(2

05)

2ndash14

48

3

Att

ract

iven

ess

188

7(2

37)

3ndash21

50

39

4

Alt

offer

s41

3(2

56)

0ndash16

07

07

0

Tim

e2

(Nfrac14

140)

5

PJF

228

4(2

96)

4ndash28

62

25

42

20

56

PO

F106

9(1

80)

2ndash14

41

50

42

21

14

6

7

Att

ract

iven

ess

183

8(2

68)

3ndash21

38

28

67

20

55

7

49

8

Job

inte

nt

111

3(2

93)

2ndash14

41

21

55

21

36

2

41

77

9

Alt

offer

s39

4(2

60)

0ndash16

08

04

07

6

02

10

21

52

16

Tim

e3

(Nfrac14

81)

10

Job

inte

nt

101

0(3

34)

2ndash14

21

11

20

20

43

9

21

36

66

21

2

Tim

e4

(Nfrac14

34)

11

Dec

isio

nto

acce

pt

ndashndash

20

11

22

13

18

20

12

17

24

2

25

2

52

25

5

p

05

p

01

max

frac14m

axim

um

score

poss

ible

jo

bin

tentfrac14

job

inte

ntions

alt

offer

-to

tal

num

ber

of

alte

rnat

ive

offer

sdec

isio

nto

acce

pt

(1frac14

yes

2frac14

no)

Sally A Carless420

















b c R 2 b c R 2






b c R 2 b c R 2









Discussion
























b c R 2 b c R 2





Sally A Carless422


























































































Sally A Carless424

































































Acknowledgements





References


















Sally A Carless426







32ndash54



310ndash327









248ndash267



345ndash351

































10 383ndash406


















109ndash122






487ndash516














Press



50 395ndash426


MA Addison-Wesley





Sage Publications


Sally A Carless428







Bass









































































of Xrsquo


























Version 11)











job offer



Sally A Carless418

Results

















was supported






























Tab

le2

Des

crip

tive

stat

istics

and

inte

rcorr

elat

ions

for

allva

riab

les

M(SD

)M

inndashm

axsc

ore

1

2

3

4

5

6

7

8

9

10

Tim

e1

(Nfrac14

193)

1

PJF

226

7(3

06)

4ndash28

2

PO

F103

2(2

05)

2ndash14

48

3

Att

ract

iven

ess

188

7(2

37)

3ndash21

50

39

4

Alt

offer

s41

3(2

56)

0ndash16

07

07

0

Tim

e2

(Nfrac14

140)

5

PJF

228

4(2

96)

4ndash28

62

25

42

20

56

PO

F106

9(1

80)

2ndash14

41

50

42

21

14

6

7

Att

ract

iven

ess

183

8(2

68)

3ndash21

38

28

67

20

55

7

49

8

Job

inte

nt

111

3(2

93)

2ndash14

41

21

55

21

36

2

41

77

9

Alt

offer

s39

4(2

60)

0ndash16

08

04

07

6

02

10

21

52

16

Tim

e3

(Nfrac14

81)

10

Job

inte

nt

101

0(3

34)

2ndash14

21

11

20

20

43

9

21

36

66

21

2

Tim

e4

(Nfrac14

34)

11

Dec

isio

nto

acce

pt

ndashndash

20

11

22

13

18

20

12

17

24

2

25

2

52

25

5

p

05

p

01

max

frac14m

axim

um

score

poss

ible

jo

bin

tentfrac14

job

inte

ntions

alt

offer

-to

tal

num

ber

of

alte

rnat

ive

offer

sdec

isio

nto

acce

pt

(1frac14

yes

2frac14

no)

Sally A Carless420

















b c R 2 b c R 2






b c R 2 b c R 2









Discussion
























b c R 2 b c R 2





Sally A Carless422


























































































Sally A Carless424

































































Acknowledgements





References


















Sally A Carless426







32ndash54



310ndash327









248ndash267



345ndash351

































10 383ndash406


















109ndash122






487ndash516














Press



50 395ndash426


MA Addison-Wesley





Sage Publications


Sally A Carless428







Bass

























Results

















was supported






























Tab

le2

Des

crip

tive

stat

istics

and

inte

rcorr

elat

ions

for

allva

riab

les

M(SD

)M

inndashm

axsc

ore

1

2

3

4

5

6

7

8

9

10

Tim

e1

(Nfrac14

193)

1

PJF

226

7(3

06)

4ndash28

2

PO

F103

2(2

05)

2ndash14

48

3

Att

ract

iven

ess

188

7(2

37)

3ndash21

50

39

4

Alt

offer

s41

3(2

56)

0ndash16

07

07

0

Tim

e2

(Nfrac14

140)

5

PJF

228

4(2

96)

4ndash28

62

25

42

20

56

PO

F106

9(1

80)

2ndash14

41

50

42

21

14

6

7

Att

ract

iven

ess

183

8(2

68)

3ndash21

38

28

67

20

55

7

49

8

Job

inte

nt

111

3(2

93)

2ndash14

41

21

55

21

36

2

41

77

9

Alt

offer

s39

4(2

60)

0ndash16

08

04

07

6

02

10

21

52

16

Tim

e3

(Nfrac14

81)

10

Job

inte

nt

101

0(3

34)

2ndash14

21

11

20

20

43

9

21

36

66

21

2

Tim

e4

(Nfrac14

34)

11

Dec

isio

nto

acce

pt

ndashndash

20

11

22

13

18

20

12

17

24

2

25

2

52

25

5

p

05

p

01

max

frac14m

axim

um

score

poss

ible

jo

bin

tentfrac14

job

inte

ntions

alt

offer

-to

tal

num

ber

of

alte

rnat

ive

offer

sdec

isio

nto

acce

pt

(1frac14

yes

2frac14

no)

Sally A Carless420

















b c R 2 b c R 2






b c R 2 b c R 2









Discussion
























b c R 2 b c R 2





Sally A Carless422


























































































Sally A Carless424

































































Acknowledgements





References


















Sally A Carless426







32ndash54



310ndash327









248ndash267



345ndash351

































10 383ndash406


















109ndash122






487ndash516














Press



50 395ndash426


MA Addison-Wesley





Sage Publications


Sally A Carless428







Bass

























Tab

le2

Des

crip

tive

stat

istics

and

inte

rcorr

elat

ions

for

allva

riab

les

M(SD

)M

inndashm

axsc

ore

1

2

3

4

5

6

7

8

9

10

Tim

e1

(Nfrac14

193)

1

PJF

226

7(3

06)

4ndash28

2

PO

F103

2(2

05)

2ndash14

48

3

Att

ract

iven

ess

188

7(2

37)

3ndash21

50

39

4

Alt

offer

s41

3(2

56)

0ndash16

07

07

0

Tim

e2

(Nfrac14

140)

5

PJF

228

4(2

96)

4ndash28

62

25

42

20

56

PO

F106

9(1

80)

2ndash14

41

50

42

21

14

6

7

Att

ract

iven

ess

183

8(2

68)

3ndash21

38

28

67

20

55

7

49

8

Job

inte

nt

111

3(2

93)

2ndash14

41

21

55

21

36

2

41

77

9

Alt

offer

s39

4(2

60)

0ndash16

08

04

07

6

02

10

21

52

16

Tim

e3

(Nfrac14

81)

10

Job

inte

nt

101

0(3

34)

2ndash14

21

11

20

20

43

9

21

36

66

21

2

Tim

e4

(Nfrac14

34)

11

Dec

isio

nto

acce

pt

ndashndash

20

11

22

13

18

20

12

17

24

2

25

2

52

25

5

p

05

p

01

max

frac14m

axim

um

score

poss

ible

jo

bin

tentfrac14

job

inte

ntions

alt

offer

-to

tal

num

ber

of

alte

rnat

ive

offer

sdec

isio

nto

acce

pt

(1frac14

yes

2frac14

no)

Sally A Carless420

















b c R 2 b c R 2






b c R 2 b c R 2









Discussion
























b c R 2 b c R 2





Sally A Carless422


























































































Sally A Carless424

































































Acknowledgements





References


















Sally A Carless426







32ndash54



310ndash327









248ndash267



345ndash351

































10 383ndash406


















109ndash122






487ndash516














Press



50 395ndash426


MA Addison-Wesley





Sage Publications


Sally A Carless428







Bass









































b c R 2 b c R 2






b c R 2 b c R 2









Discussion
























b c R 2 b c R 2





Sally A Carless422


























































































Sally A Carless424

































































Acknowledgements





References


















Sally A Carless426







32ndash54



310ndash327









248ndash267



345ndash351

































10 383ndash406


















109ndash122






487ndash516














Press



50 395ndash426


MA Addison-Wesley





Sage Publications


Sally A Carless428







Bass





























Discussion
























b c R 2 b c R 2





Sally A Carless422


























































































Sally A Carless424

































































Acknowledgements





References


















Sally A Carless426







32ndash54



310ndash327









248ndash267



345ndash351

































10 383ndash406


















109ndash122






487ndash516














Press



50 395ndash426


MA Addison-Wesley





Sage Publications


Sally A Carless428







Bass


















































































































Sally A Carless424

































































Acknowledgements





References


















Sally A Carless426







32ndash54



310ndash327









248ndash267



345ndash351

































10 383ndash406


















109ndash122






487ndash516














Press



50 395ndash426


MA Addison-Wesley





Sage Publications


Sally A Carless428







Bass

























































































Acknowledgements





References


















Sally A Carless426







32ndash54



310ndash327









248ndash267



345ndash351

































10 383ndash406


















109ndash122






487ndash516














Press



50 395ndash426


MA Addison-Wesley





Sage Publications


Sally A Carless428







Bass































32ndash54



310ndash327









248ndash267



345ndash351

































10 383ndash406


















109ndash122






487ndash516














Press



50 395ndash426


MA Addison-Wesley





Sage Publications


Sally A Carless428







Bass



























10 383ndash406


















109ndash122






487ndash516














Press



50 395ndash426


MA Addison-Wesley





Sage Publications


Sally A Carless428







Bass































Bass

























person job t versus person organization t as predictors...

Documents