Person–organization fit and employee outcomes: test of a social exchange model

Abstract

Data obtained from subordinate–supervisor dyads (N = 314) of a large manufacturing company in South Korea were used to test a moderated mediation model of the processes linking person–organization (P–O) fit and employee work attitudes and behaviors. The results revealed that the influence of P–O fit on work attitudes and behaviors was indirect through perceived social exchange with organization. In addition, the relationship between P–O fit and perceived social exchange with organization was moderated by leader–member exchange (LMX) quality. Specifically, a high-quality LMX enhanced the positive effects of P–O fit on perceived social exchange with organization.

Keywords::

• job performance
• job satisfaction
• leader–member exchange
• organizationally directed citizenship behavior
• person–organization fit
• social exchange with organization

Notes

^1. As a supplementary analysis, we ran a multilevel analysis using the supervisor-assessed LMX as a Level-2 variable (ICC(1) = 0.16 and ICC(2) = 0.62). The results show that the interaction term between P–O fit and LMX was not significant for perceived social exchange with organization ().