Changes in person – organization fit: The impact of socialization tactics on perceived and actual P – O fit

By H. Cooper–Thomas, Annelies E. M. van Vianen, Neil Anderson. 2004

216 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/d6702676d416d3562e9202d739139f1e0cacc5e2

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. David G. Allen
2. T. Bauer
3. B. Erdogan
4. J. Edwards
5. Abbie J. Shipp
6. Corine Boon
7. Deanne N. den Hartog
8. Allison M. Ellis

In Organizational Behavior and Human Resource Management

1. David G. Allen
2. Corine Boon
3. T. Bauer
4. B. Erdogan
5. J. Paauwe
6. D. Truxillo
7. J. Edwards
8. Paul Boselie

Citations in the corpus

• Navigating Uncharted Waters (2015, background): “…to stay or leave an organization (Chatman, 1991; Saks et al., 2007; van Vianen, 2000; Wang et al., 2011), organizational commitment (Chow, 2002; Cooper-Thomas et al., 2004; Saks et al.; van Vianen), turnover (Carr, Pearson, Vest, & Boyar, 2006; Chatman; van Vianen & Prins, 1997), expected…”
• Public Service Motivation and Employment Sector: Attraction or Socialization? (2013, background): “…values congruence between applicants and organization, Cable and Parsons (2001) likewise demonstrated a positive association between fixed socialization activities and employees experiencing that their values match those of the organization (see also the study by Cooper-Thomas et al., 2004).”
• The phenomenology of fit: linking the person and environment to the subjective experience of person-environment fit. (2006, background): “For instance, studies of value congruence have collected molar measures of perceived value congruence from employees and atomistic measures of personal and organizational values from employees and managers, respectively (Cooper-Thomas et al., 2004; Dose, 1999).”
• The relationship between perceptions of HR practices and employee outcomes: examining the role of person–organisation and person–job fit (2011, methodology): “(Cooper-Thomas et al. 2004).”
• Investigating organizational socialization: a fresh look at newcomer adjustment strategies (2011, background): “Effective organizational socialization is desirable, and results in more rapid role learning, task mastery, and social integration, and is also associated with greater job satisfaction, organizational commitment, person-organization fit, and lower intent to quit and turnover ( Cooper-Thomas et al. ”
• The relationship between person-organization fit and job satisfaction (2016, background): “As expected and demonstrated, P-O fit is related to the organizationally relevant outcome of job satisfaction (Cooper-Thomas et al., 2004; Westerman & Cyr, 2004).”
• Do Organizational Socialization Tactics Influence Newcomer Embeddedness and Turnover? (2006, background): “Although research has studied socialization and some of the components of embeddedness (e.g., fit; Cable & Parsons, 2001; Cooper-Thomas et al., 2004), focusing on the aggregate embeddedness construct incorporates elements of job and organizational affect, nonaffective links and ties, investments and”
• Generational differences in work values, outcomes and person‐organisation values fit (2008, background): “P-O values fit is related to organisationally relevant outcomes (Cooper-Thomas et al., 2004; Dawis and Lofquist, 1984; Westerman and Cyr, 2004).”