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PersonOrganization Fit:

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Person-Organization Fit: A review of the research, studies, and reality. By Karen Passmore ... BU 408 Recruitment and Selection. BU 408 ... Meritocracy. ... – PowerPoint PPT presentation

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Title: PersonOrganization Fit:


1
Person-Organization Fit
  • A review of the research, studies, and reality
  • By Karen Passmore
  • March 15th, 2006
  • BU 408 Recruitment and Selection

2
Overview
  • What is Person-Organization Fit?
  • What are employee attitudes?
  • Uses in recruiting and selection
  • Common models and tests
  • Benefits and drawbacks of P-O Fit
  • Company realities
  • Recommendations

3
Working Definitions
  • Person-Organization Fit (P-O Fit)
  • The congruence of an individuals beliefs and
    values with the culture, norms, and values of an
    organization
  • Subjective in nature
  • Often used with person-job fit
  • Generally measured through selection interviews

4
Working Definitions
  • Employee attitudes create and maintain the
    culture of the workplace
  • Top Factors Affecting Job Attitudes

5
P-O Fit Applications
  • Recruiting messaging
  • Realistic Organization Preview (ROP)
  • Reduces selection time and costs
  • Selection decisions
  • Ensuring P-O Fit has been linked to
  • Increased worker satisfaction
  • Organizational commitment
  • Team selection, training, promotions

6
P-O Fit Models - ASA
  • Attraction-Selection-Attrition Model
  • Ben Schneider, 1987
  • Attraction
  • Attracted when preferences, personality, and
    values are perceived as congruent with the
    organization
  • Selection
  • Recruit and hire individuals with varying
    competencies but similar values and personalities
  • Attrition
  • People leave organizations when they dont fit
    in

7
P-O Fit Models - OCP
  • Organizational Culture Profile (OCP)
  • Jennifer Chatman, 1991
  • 54 value statements in the following major
    dimensions
  • Innovation
  • Stability
  • Orientation towards people
  • Orientation towards outcomes
  • Easygoing vs. aggressive
  • Attention to detail
  • Team orientation
  • Test-retest (1 year time lapse) found reliability
    to be .73

8
P-O Fit Models - CES
  • Comparative Emphasis Scale
  • Elizabeth Ravlin and Bruce Meglino, 1989
  • Through forced answer questions, the CES provides
    an individuals rank order of the following
    workplace values
  • Achievement
  • Concern for others
  • Fairness
  • Honesty

9
Benefits and Drawbacks
10
Real World Examples
  • Call Centre Representatives
  • Southwest Airlines
  • Mezzanine Consulting

11
Mezzanine Core Values
  • Continuous Learning.
  • Our environment supports the sharing of ideas and
    continuous learning to provide personal
    development and client benefit.  We will never be
    satisfied with what we know.  We constantly
    strive to increase our knowledge and skills. 
  • Passion.
  • We act with a sense of relentless enthusiasm,
    drive and dedication. Our passion for what we do
    each day results in an atmosphere of play vs.
    work.
  • Genuineness.
  • We are genuine, honest and transparent about our
    opinions, feelings and beliefs with our team and
    our clients.  Our values guide our actions and we
    commit to never compromising our values.
  • Integrity.
  • We consistently live up to what we say we will
    do.  Others can depend on us to follow through on
    commitments which in turn develop trust and
    respect among team members.
  • Excellence.
  • We commit to performing at ones highest
    potential in order to exceed client expectations
    and inspire excellence in others.
  • Tenacity.
  • We take action on opportunities and ideas to
    improve our clients businesses and our own. We
    will not rest until we achieve our end goal.
  • Meritocracy.
  • We commit to providing an environment where we
    present opportunities for each person to be
    rewarded through compensation and recognition
    based on ability and performance. 
  • Initiative.
  • We do not wait for opportunities to present
    themselves.  We actively seek out new ideas and
    paths and we take action to bring them to
    fruition. 
  • Active Thinking.
  • We will recruit and retain exceptional talent and
    live the mantra no lazy thinking.  We will
    foster a culture that is driven by aggressive
    engagement.

12
Recommendations
  • Strive for standardization
  • Link with other measures (personality testing,
    P-J fit)
  • Incorporate Realistic Organization Previews into
    recruiting message
  • Study the impact of P-O Fit

13
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