PERSON ORGANIZATION FIT: SPIRITUAL WAY TO BOOST PERFORMANCE

Year 2019, Volume: 3 Issue: 9, 31 - 43, 30.09.2019

Elif Baykal

https://doi.org/10.31455/asya.597151

Cited By: 2

Abstract

Person-organization fit (P-O fit) is a psychological state wherein employees feel themselves in congruance with their organizations..  Value-congruence is an important antecedent of P-O fit. That is why, in this study, it is assumed that or individuals experiencing connection with their spiritual realities and having overlapping values with the organizations they belog to will feel higher quality fit with their organizations. Hence, they can gain the opportunity to experience their personal values and spirituality at workplace. In the study workplace spirituality, one of the focal points of the study, can be conceived as an intrinsic motivator  making employees feel more motivated, hopeful, energized, harmonious with their own selves and connected with their work With this study, the possible effects of workplace spirituality on P-O fit were intended to be explained. Moreover, it has been aimed to examine whether P-O fit has positive effects on in-role and extra-role performances. The sample of the study was composed of Turkish academicians from different universities. Field research of the study conducted through online and face-to-face surveys and 199 usable surveys were obtained. The related data has been examined in SPSS 20. Results of the study has revealed that workplace spirituality has a positive effect on person-organization fit and this fit perception has positive effects on both in-role and extra-role performances.

Keywords

P-O Fit, Workplace Spirituality, Spirituality, Workplace Spirituality, Performance

KİŞİ-ÖRGÜT UYUMU: PERFORMANSI ARTTIRMANIN SPİRİTÜEL (MANEVİ) YOLU

Abstract

Kişi-örgüt uyumu (P-O uygunluğu) çalışanların mensubu oldukları kurumları ile uyum içinde olduklarını hissettikleri psikolojik bir durumdur.Bireylerin örgütleri ile aralarında değer uyumunun olması, kişi-örgüt uyumunun önemli bir öncüsüdür..Bu nedenle, bu çalışmada, manevi gerçeklikleriyle bağlantılılık halinde olan ve mensubu oldukları örgütlerinin manevi değerleri ile kendi manevi değerleri örtüşen bireylerin örgütleri ile daha kaliteli seviyede bir uyum yaşayacakları varsayılmaktadır.Böylece kişisel değerlerini ve maneviyatlarını işyerinde daha rahat deneyimleme fırsatı elde edebileceklerdir. Bu çalışmada temel odak noktalarından biri olan işyeri maneviyatı, çalışanları daha umutlu, enerjik, kendi benlikleri ile uyumlu ve işleri ile bağlantıları yüksek birer birey haline getiren içsel bir motivatör olarak kabul edilebilir. Bu çalışma ile, işyeri maneviyatının P-O uyumu üzerindeki olası etkilerinin açıklanması amaçlanmıştır. Ayrıca, kişi örgüt uyumunun rol içi performans ve rol üstü performans üzerinde olumlu etkileri olup olmadığının incelenmesi amaçlanmıştır. Çalışmanın örneklemini farklı üniversitelerden katılan Türk akademisyenler oluşturmaktadır. Çalışmaya ait saha araştırması çevrimiçi ve yüz yüze anketler yoluyla gerçekleştirilmiştir ve 199 adet kullanılabilir anket elde edilmiştir. Saha araştırmasında toplanan anketlerin sonuçları SPSS 20 programı ile incelenmiştir. Çalışmaya ait araştırma sonuçları işyeri maneviyatının kişi örgüt uyumu üzerinde olumlu etkiye sahip olduğunu ve kişi örgüt uyumunun hem rol içi hem de rol üst performansları üzerinde olumlu etkisi lduğunu ortaya koymuştur.

Keywords

Kişi-örgüt Uyumu, İşyeri Maneviyatı (ruhsallığı), Performans

References

• Afsar, B., & Badir, Y. (2017). Workplace spirituality, perceived organizational support and innovative work behavior: The mediating effects of person-organization fit. Journal of workplace Learning, 29(2), 95-109.
• Afsar, B., & Rehman, M. (2015). The relationship between workplace spirituality and innovative work behavior: The mediating role of perceived person–organization fit. Journal of Management, Spirituality & Religion, 12(4), 329-353.
• Alfes, K., Shantz, A., & Alahakone, R. (2016). Testing additive versus interactive effects of person-organization fit and organizational trust on engagement and performance. Personnel Review, 45(6), 1323-1339.
• Ashmos, D. P., & Duchon, D. (2000). Spirituality at work: A conceptualization and measure. Journal of management inquiry, 9(2), 134-145.
• Baykal, E. (2019). Creating Organizational Commitment Through Spiritual Leadership: Mediating Effect Of Meaning At Work. Business & Management Studies: An International Journal, 7(2), 837-855.
• Boon, C., & Biron, M. (2016). Temporal issues in person–organization fit, person–job fit and turnover: The role of leader–member exchange. Human Relations, 69(12), 2177-2200.
• Bright, L. (2007). Does person-organization fit mediate the relationship between public service motivation and the job performance of public employees?. Review of public personnel administration, 27(4), 361-379.
• Cable, D. M., & DeRue, D. S. (2002). The convergent and discriminant validity of subjective fit perceptions. Journal of Applied Psychology, 87(5), 875–883.
• Cable, D. M., & Parsons, C. K. (2001). Socialization tactics and person‐organization fit. Personnel Psychology, 54(1), 1-23.
• Chawla, V., & Guda, S. (2013). Workplace spirituality as a precursor to relationship-oriented selling characteristics. Journal of business ethics, 115(1), 63-73.
• Chen, P., Sparrow, P., & Cooper, C. (2016). The relationship between person-organization fit and job satisfaction. Journal of Managerial Psychology, 31(5), 946-959.
• Daniel, J. L. (2015). Workplace spirituality and stress: Evidence from Mexico and US. Management Research Review, 38(1), 29-43.
• de Lara, P. Z. M. (2008). Should faith and hope be included in the employees’ agenda? Linking PO fit and citizenship behavior. Journal of Managerial Psychology, 23(1), 73–88.
• Downes, P. E., Kristof-Brown, A. L., Judge, T. A., & Darnold, T. C. (2017). Motivational mechanisms of self-concordance theory: Goal-specific efficacy and person–organization fit. Journal of Business and Psychology, 32(2), 197-215.
• Duchon, D., & Plowman, D. A. (2005). Nurturing the spirit at work: Impact on work unit performance. The leadership quarterly, 16(5), 807-833.
• Farooqui, M. S., & Nagendra, A. (2014). The impact of person organization fit on job satisfaction and performance of the employees. Procedia economics and Finance, 11, 122-129.
• Gayan, J. K., & De Alwis, A. C. (2018). The Impact of Person-Job Fit and Person-Organization Fit on Retention Intention of Middle Level Employees in Sri Lankan Manufacturing Sector. 5th HRM Student Research Symposium 2018, Department of Human Resource Management, Faculty of Commerce and Management Studies, University of Kelaniya, Sri Lanka.
• Giacalone, R. A., & Jurkiewicz, C. L. (2003). Right from wrong: The influence of spirituality on perceptions of unethical business activities. Journal of business Ethics, 46(1), 85-97.
• Goodman, S. A., & Svyantek, D. J. (1999). Person–organization fit and contextual performance: Do shared values matter. Journal of vocational behavior, 55(2), 254-275.
• Gul, H., Usman, M., Liu, Y., Rehman, Z., & Jebran, K. (2018). Does the effect of power distance moderate the relation between person environment fit and job satisfaction leading to job performance? Evidence from Afghanistan and Pakistan. Future Business Journal, 4(1), 68-83.
• Hamstra, M. R., Van Vianen, A. E., & Koen, J. (2018). Does employee perceived person-organization fit promote performance? The moderating role of supervisor perceived person-organization fit. European Journal of Work and Organizational Psychology, 1-8.
• Huang, C. S., & Simha, A. (2018). The mediating role of burnout in the relationships between perceived fit, leader–member exchange, psychological illness, and job performance. International Journal of Stress Management, 25(S1), 26.
• Jurkiewicz, C. L., & Giacalone, R. A. (2004). A values framework for measuring the impact of workplace spirituality on organizational performance. Journal of business ethics, 49(2), 129-142.
• Karakas, F. (2010). Spirituality and performance in organizations: A literature review. Journal of business ethics, 94(1), 89-106.
• Kim, T. Y., Lin, X., & Kim, S. P. (2017). Person–Organization Fit and Friendship From Coworkers: Effects on Feeling Self-Verified and Employee Outcomes. Group & Organization Management, 1059601117726632.
• Kolodinsky, R. W., Giacalone, R. A., & Jurkiewicz, C. L. (2008). Workplace values and outcomes: Exploring personal, organizational, and interactive workplace spirituality. Journal of business ethics, 81(2), 465-480.
• Kristof-Brown A.L., Zimmerman R.D. & Johnson E.C., (2005). Consequences of individuals’ fit at work: A meta-analysis of person-job, person-organization, person-group, and person-super- visor fit. Personnel Psychology 58(2): 281–342.
• Kristof-Brown, A., & Guay, R. P., (2011). Person-environment fit. In S. Zedeck (Ed.), American psychological association handbook of industrial and organizational psychology: 1-50. Washington, DC: American Psychological Association.
• Milliman, J., Gatling, A., & Bradley-Geist, J. C. (2017). The implications of workplace spirituality for person–environment fit theory. Psychology of Religion and Spirituality, 9(1), 1.
• Narcıkara, E. (2017). Spiritüel liderlik davranışının algılanan performans üzerine etkisi. (Yayınlanmış Doktora Tezi). İstanbul: Yıldız Teknik Üniversitesi Sosyal Bilimler Enstitüsü.
• Oh, I. S., Guay, R. P., Kim, K., Harold, C. M., Lee, J. H., Heo, C. G., & Shin, K. H. (2014). Fit happens globally: A meta‐analytic comparison of the relationships of person–environment fit dimensions with work attitudes and performance across East Asia, Europe, and North America. Personnel Psychology, 67(1), 99-152.
• Pawar, B. S. (2016). Workplace spirituality and employee well-being: An empirical examination. Employee Relations, 38(6), 975-994.
• Ruiz-Palomino, P., & Martínez-Cañas, R. (2014). Ethical culture, ethical intent, and organizational citizenship behavior: The moderating and mediating role of person–organization fit. Journal of business ethics, 120(1), 95-108.
• Saks, A. M. (2011). Workplace spirituality and employee engagement. Journal of management, spirituality & religion, 8(4), 317-340.
• Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3, 71–92.
• Scherer, L. L., Allen, J. A., & Harp, E. R. (2016). Grin and bear it: An examination of volunteers’ fit with their organization, burnout and spirituality. Burnout research, 3(1), 1-10.
• Schneider, B. (1987). The people make the place. Personnel Psychology, 40, 437-453.
• Schwepker Jr, C. H. (2015). Influencing the salesforce through perceived ethical leadership: the role of salesforce socialization and person–organization fit on salesperson ethics and performance. Journal of Personal Selling & Sales Management, 35(4), 292-313.
• Unsworth, K. L., & Mason, C. M. (2016). Self‐concordance strategies as a necessary condition for self‐management. Journal of Occupational and Organizational Psychology, 89(4), 711-733.
• Valentine, S., Godkin, L., & Lucero, M. (2002). Ethical context, organizational commitment, and person–organization fit. Journal of Business Ethics, 41(4), 349–360.
• Williams, L. J., & Anderson, S. E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of management, 17(3), 601-617.