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The relationship between person-organization fit and job satisfaction

Research output: Contribution to journalJournal article

<mark>Journal publication date</mark>13/06/2016
<mark>Journal</mark>Journal of Managerial Psychology
Issue number5
Number of pages14
Pages (from-to)946-959
<mark>Original language</mark>English


– Drawing upon the theory of conservation of resources to argue the importance of job stress as an important variable that mediates the person-organization (P-O) fit-job satisfaction relationship, and supervisor support as an important moderating variable that moderates the relationship between P-O fit and job stress, the purpose of this paper is to test a moderated mediation model.

– Data were collected from 225 employees in 12 catering service organizations in Beijing. An integrated mediation and moderation model was evaluated.

– The study illustrates both some new mechanisms and the boundary conditions between P-O fit and job satisfaction. Job stress mediates the relationships between P-O fit and job satisfaction; supervisor support moderates the linkage of P-O fit, job stress, and job satisfaction. The corresponding moderated mediation model was supported.

Research limitations/implications
– The question of causality cannot be determined because of the cross-sectional research design; self-report is a necessary strategy for the assessment of subjects’ appraisals. However, it requires some caution in interpreting the results.

Practical implications
– The findings offer a better understanding of the way P-O fit is able to affect job satisfaction. Actions designed to promote P-O fit may be useful in reducing employees’ stress and result in higher job satisfaction. To enhance the relationships between P-O fit and employees’ job satisfaction through supervisor support, supervisors should develop a positive form of reciprocation by helping employees to solve the real problem they are facing.

– No previous studies have investigated influencing factors of employees’ satisfaction from the perspective of individual and organizational interfaces.

Bibliographic note

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