The relationship between perceptions of HR practices and employee outcomes: examining the role of person–organisation and person–job fit

Abstract

Human resource management (HRM) practices can play an important role in matching people with the organisations and the jobs they work in. However, little is known about how employees perceive and interpret HR practices and whether or how these perceptions relate to perceptions of person–organisation (P–O) and person–job (P–J) fit. This study aims to bridge strategic HRM and person–environment fit literature by examining possible mediating and moderating roles of P–O and P–J fit in the relationship between employee perceptions of a broad set of HR practices and employee attitudes and behaviours. Results from a sample of 412 employees support direct relationships as well as a mediating and moderating role of P–O and P–J fit in the relationship between perceived HR practices and employee outcomes.

Keywords:

• employee attitudes
• employee behaviours
• employee perceptions
• human resource management
• person–job fit
• person–organisation fit

Acknowledgements

The authors thank Riccardo Peccei and Amy Kristof-Brown for their comments on an earlier version of this article.