resign than people in in co ng ru e nt jobs Person Organization Fit Weve n ote

Resign than people in in co ng ru e nt jobs person

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resign than people in in co ng ru e nt jobs. Person-Organization Fit We've n ote d that r esea rcher have l oo ked at mat ching p eo ple LO o rganiza ti ons as we ll as to job s. If an orga niza ti on faces a dynamic a nd changi ng e nvironm ent a nd n ee d e mp loyees able to r ea dily ch ange tasks a nd move eas il y b et w ee n t ea m , it 's m ore imp o rt a nt th at e mp loyees' p erso nalitie fit with th e overa ll orga niza ti on' cu lLU re than wi th the char acter is ti cs of any sp ec ifi c job . The person-o rgani za lionfil essentia ll y argues th at p eo ple are a ur aCLe d to a nd sel ecte d by o r ga niza ti o ns that match their va lues, and they leave or ga ni zations that arc not co mpa tible with their per so na li ti c . 77 Csing the Bi g Fi ve termin ol- ogy, for inst ance, we co uld e xp ec t that p eo ple high on ex tra versio n fi t we ll w itJ1 agg ressi ve a nd t ea m-o ri e nt ed c ultur es, that p eo ple high o n agreeab leness m at ch up bcuer with a S ll pp ortive or gan iza ti o nal climate Lh an o ne focu ed on agg rcs i vc ness, a nd that p eo ple high on o pe nn e s Lo ex perien ce fi t be tt er in organ iza ti ons that emp ha ·ize inn ovat i on ralh cr Lh an tandard i zaL ion. 78 Fo ll ow- in g these guideline al the Lim e of hir in g sho uld id enti fy new e mp loyees who fit bener w ith t he o r ga nization 's cul cure, which hould, in tu rn , res ult in higher employee sa ti sfaction a nd re du ce d turno ver. Re ca rch o n per o n-or ga ni za ti on fil ha· al so l ooke d al whe tJ1 er p eo ple's va lue match Lhe o rgan iza ti o n's cult ur e. Thi s match pr e di cts job sa ti s fa c ti o n, co mmitm e nt to the or ga niza ti o n, a nd low t urn over. 79 ome r esea rch fo und th at per so n-organization fit was mo re imp o r- ta nt in pr edicting turn over in a co ll ec ti vi st.i c na tion (India) than in a m ore indi- \'idua li · ti c natio n (lhe U nit ed Stal es). 80
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8 International Values Identify Hofstede 's five value dimensions of national culture. power distance A natwnal culture att11/mte that describes the e>etent to w/Jirh a society accepts that power 1n 1nsr1tutiC1ns and organiza · t1ons 1s di$trtbutecf unequally. individualism A national cultLJre attnbt1te that desert/Jes the degree to which people prefer to act as md1v1duals rather than .1s members of groups. collectivism A natwnal culture at tribute that descrtbes ,1 t19ht social fmmework. in which peo11le Pxpect otht>rs 1n groups of w/11d1 tlrey are a pan to loo/.. af11H them and protect them. masculinity A 11at1orwl culwre at· tribute that describes tlrn e>.tent to which the culture favors tl8d111onal masculine work roles of achieve - ment power and control Societal values are character1.-ed by Jsser - t1veness anci mater1iil1sm.
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