 The use of person–organization fit and person–job fit information in making selection decisionsTomoki Sekiguchi and Vandra L. Huber Organizational Behavior and Human Decision Processes, 2011, vol. 116, issue 2, 203-216 Abstract: Two policy-capturing studies were conducted to investigate how person–organization (PO) fit and person–job (PJ) fit information are weighted and combined when hiring decision makers evaluate job candidates, and how the process is influenced by the position’s characteristics. Regarding the combining process, we detected a nonlinear, conjunctive rule in which a low level of PJ fit was paid more attention, the levels of PO fit and PJ fit interacted, and candidates with moderate levels of PO fit and PJ fit were preferred over those with high and low levels. Regarding the weighting process, we found that PO fit was weighted more heavily for a permanent position, and PJ fit for a fixed-term and/or a knowledge-intensive position. In addition, the position’s contract duration (permanent vs. fixed-term) and task elements (managerial vs. knowledge-intensive) interacted in influencing the weighting of PO fit and PJ fit. Keywords: Selection decision making; Person–organization fit; Person–job fit; Position characteristics; Contract duration; Task elements (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:eee:jobhdp:v:116:y:2011:i:2:p:203-216 DOI: 10.1016/j.obhdp.2011.04.001 Access Statistics for this article Organizational Behavior and Human Decision Processes is currently edited by John M. Schaubroeck More articles in Organizational Behavior and Human Decision Processes from Elsevier |
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