Person–organization fit: Testing socialization and attraction–selection–attrition hypotheses

By Rein De Cooman, Sara De Gieter, Roland Pepermans, S. Hermans, C. D. Bois, Ralf Caers, Marc Jegers. 2009

195 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/754d756bf18597500e95d583bbfa74f3a8f53e30

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Gender Studies

1. T. Bauer
2. B. Erdogan
3. Natalya M. Parfyonova
4. Roland Pepermans
5. Barry Bozeman
6. Lauren S. Simon
7. D. Maynard
8. Allison M. Ellis

In Organizational Behavior and Human Resource Management

1. T. Bauer
2. B. Erdogan
3. D. Truxillo
4. Natalya M. Parfyonova
5. Roland Pepermans
6. Allison M. Ellis
7. G. Huybrechts
8. Margaretha Buurman

In Sociology and Political Science

1. B. Erdogan
2. T. Bauer
3. Natalya M. Parfyonova
4. G. Huybrechts
5. Margaretha Buurman
6. Robert Dur
7. Jurgen Willems
8. Chung-an Chen

Citations in the corpus

• Understanding Public and Nonprofit Managers' Motivation Through the Lens of Self-Determination Theory (2013, background): “Therefore, external motivation should be stronger among public managers than among nonprofit managers as a result of job selection and person-environment fit (De Cooman et al., 2009).”
• Public Sector Employees: Risk Averse and Altruistic? (2012, background): “As we discussed in the Introduction, several earlier studies have found that altruistic motivations decline with tenure among public sector employees (Blau 1960, Van Maanen 1975, and Cooman et al. 2009).”
• Navigating Uncharted Waters (2015, background): “Socialization efforts can influence the selection–attrition link by facilitating the alignment of employee and organizational values (Cooper-Thomas, van Vianen, & Ander- son, 2004; De Cooman et al., 2009).”
• Perceived overqualification and withdrawal behaviours: Examining the roles of job attitudes and work values (2013, methodology): “Among the overqualified, we argue that a process similar to the attrition phase described in the attrition–selection–attrition (ASA) framework (De Cooman et al., 2009; Smith, 2008) takes place, with individuals leaving for positions which hold the promise of better skill utilization.”
• Volunteer decisions (not) to leave: Reasons to quit versus functional motives to stay (2012, background): “Furthermore, volunteers within groups can influence each other regarding increasing or decreasing volunteer efforts through socialization and/or signaling mechanisms (Becker and Connor, 2005; De Cooman et al., 2009; Haski-Leventhal and Bargal, 2008; Linardi and McConnell, 2011).”