PERCEIVED APPLICANT FIT: DISTINGUISHING BETWEEN RECRUITERS' PERCEPTIONS OF PERSON-JOB AND PERSON-ORGANIZATION FIT

By Amy Kristof‐Brown. 2000

618 citations recorded by the source corpus.

Subfields: Clinical Psychology, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/1a79289c90c562fd97cf44f345774e3287001c10

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Citations in the corpus

Distinguishing between Employees' Perceptions of Person-Job and Person-Organization Fit. (2001, background): “In the studies that do exist, most have investigated whether recruiters distinguish between types of fit in a selection context (Bretz, Rynes, & Gerhart, 1993; Kristof-Brown, 2000; Cable & Judge, 1996).”
Examining the Impact of Servant Leadership on Salesperson’s Turnover Intention (2009, background): “As opposed to person– job fi t, which focuses on alignment of job requirements and personal knowledge skills and abilities, person–organization fi t focuses squarely on alignment of personal and organizational values (Kristof-Brown 2000).”
Does work engagement increase person–job fit? The role of job crafting and job insecurity (2014, background): “S job fit perceptions are concerned with the congruence between an employee's needs or wants and supplies he or she receives from a job (e.g., Edwards, 1991; Kristof-Brown, 2000).”
Using Recruiter Assessments of Applicants' Resume Content to Predict Applicant Mental Ability and Big Five Personality Dimensions (2003, background): “In addition, Kristof-Brown (2000) reported that after reviewing a video-based interview, recruiters more frequently referred to applicants’ values and personality as indicators of a good person-organization fit than applicants’ knowledge, skills, and abilities.”
Development of a Multidimensional Instrument of Person–Environment Fit: The Perceived Person–Environment Fit Scale (PPEFS) (2016, background): “The most commonly used content definition for DA fit is the “KSAOs” (Bretz, Rynes, & Gerhart, 1993; Kristof-Brown, 2000).”
The relationship between perceptions of HR practices and employee outcomes: examining the role of person–organisation and person–job fit (2011, background): “P–J fit is achieved when an employee has the skills to meet the demands of the job or when the job meets the needs of the individual (Edwards 1991; Kristof-Brown 2000).”
A test of the relationship between person–environment fit and cross-cultural adjustment among self-initiated expatriates (2014, background): “Such a conceptualization is useful as it highlights that an individual must fit both the organization and their job as a whole in order to achieve successful adjustment (Bowen, Ledford and Nathan 1991; Kristof-Brown 2000).”
CONSEQUENCES OF INDIVIDUALS' FIT AT WORK: A META-ANALYSIS OF PERSON-JOB, PERSON-ORGANIZATION, PERSON-GROUP, AND PERSON-SUPERVISOR FIT (2005, background): “In cases of objective fit, Van Vianen (2000) implied another potential moderator when she differentiated between the fit of a person with an organization and the fit of a person with the people in the organization. Although Schneider’s (1987) ASA framework purports that “the people make the place,” ”
Applicant Impression Management: Dispositional Influences and Consequences for Recruiter Perceptions of Fit and Similarity (2002, background): “This relationship is likely due to the extravert’s comfort with social interaction and desire to compete for and obtain rewards (Lucas et al., 2000), in this case by getting a job offer.”
An Integrative Analysis of Person-Organization Fit Theories (2004, background): “congruence on personality with the organization (Adkins, Russell, & Werbel, 1994; Dipboye, 1992; Kristof-Brown, 2000).”
Perceptions of High‐Involvement Work Practices, Person‐Organization Fit, and Burnout: A Time‐Lagged Study of Health Care Employees (2017, background): “Kristof-Brown et al. (2005) have commented that P-O fit has largely been studied independently and suggested a need to study it within the context of other meaningful predictors and work outcomes.”
Person-organization and person-supervisor fits: Employee commitments in a Chinese context (2011, background): “PO fit perceptions are vital for job applicants’ organizational choice (e.g., Saks & Ashforth, 1997), for recruiters’ hiring decisions (e.g., Kristof-Brown, 2000), and for employees’ commitment to the organization and, thus, their turnover decisions (Cable & DeRue, 2002; Kristof-Brown et al., 2005).”
Different fits satisfy different needs: linking person-environment fit to employee commitment and performance using self-determination theory. (2009, background): “For example [meta-analyzed correlations from Kristof-Brown et al. (2005) are in parentheses], PO fit positively correlated with affective organizaitonal commitment .”