MEASURING THE IMPACT OF PERSON-ENVIRONMENT FIT ON AFFECTIVE OUTCOMES FOR INTERNATIONAL COOPERATION AND DEVELOPMENT FUND IN TAIWAN

Abstract

.

Keywords

• xx

MEASURING THE IMPACT OF PERSON-ENVIRONMENT FIT ON AFFECTIVE OUTCOMES FOR INTERNATIONAL COOPERATION AND DEVELOPMENT FUND IN TAIWAN

Abstract

This paper has two research objectives. Firstly, analyze the relationship between person-environment fit and employees’ job satisfaction; secondly, analyze the relationship between person-environment fit and employees’ organizational commitment. The target of this study was the employees of International Cooperation and Development Fund (ICDF) which is a Non-Profit organization (NPO’s) in Taiwan. A quantitative research design was used. 92 questionnaires were handed out and 75 valid responses were received. The study shows three important findings. The first finding indicates person-organization fit and person-person fit have a influence on employees’ job satisfaction and organizational commitment; the second finding shows personvocation fit has a influence on employees’ job satisfaction, however does not have a influence on employees’ organizational commitment; person-job fit has a influence on employees’ organizational commitment, however does not have a influence on employees’ job satisfaction; the third finding indicates person-group fit have no influence on employees’ job satisfaction and organizational commitment. This paper shows that it is important that not only International Cooperation Development Fund in Taiwan but also other Non-Profit organizations pay close attention to the person-environment fit which can directly affect the employees’ job satisfaction and organizational commitment.

Keywords

• Person-Environment Fit,Job Satisfaction,Organizational Commitment,Career Commitment,Organizational Citizenship Behavior Non-Profit Organization

References

1. Almer, E., Higgs, J., & Hooks, K. (2005). A theoretical framework of the relationship between public accounting firms and their auditors. Behavioral Research in Accounting, 17, 1-22.
2. Chatman, J. (1989). Improving interactional organizational behavior: A model of person-organization fit. Academy of Management Review, 14, 333-349. Colbert, A.E., Jansen, K.J., & Kristof-Brown, A.L. (2002). A policy capturing study of the simultaneous effects of fit with job, groups and organizations. Journal of Applied Psychology, 87(5), 985-993.
3. Drucker, P.F. (1989). Managing the non-profit organization. New York: Harper & Row.
4. Dunham, R.B., Grube, J.A. & Castanadea, M.B. (1994). Organizational commitment: The utility of an integrative definition. Journal of Applied Psychology, 79(3): 370-380.
5. Edwards, J.R. (1991). Person-job fit: A conceptual integration, literature review, and methodological critique. International Review of Industrial and Organizational Psychology, 6, 283-357.
6. Etzioni, A. (1988). The moral dimension- towards a new economics. New York, Free Press.
7. Fornes, S.L., Rocco, T.S. & Wollard, K.K. (2008). Workplace commitment: A conceptual model developed from integrative review of the research. Human Resource Development Review, 7(3), 339-357.
8. Jansen, K.J., & Kristof-Brown, A.L. (2006). A quantitative review of the relationship between person- organization fit and behavior outcomes. Journal of Vocational Behavior, 68(3), 389-399.

9. Jasmine Lauren Brown. (2010). Measuring the impact of person-environment fit and its affective outcomes. A case study of International Cooperation Development Fund. National Taiwan Norm University,3-52
10. Kivimaki, M., & Kalimo, K., & Lindstrom. (1994). Contributors to satisfaction with management in hospital wards. Journal of Nursing Management, 2, 229-234.
11. Kristof, A.L. (1996). Person-organization fit: An integrative review of its conceptualizations, measurement, and implications. Personnel Psychology, 49, 1-49.
12. Larson, M. (1977). The rise of professionalism. Berkeley: University of California Press. Likert, R. (1961). New
13. patterns of management. New York: McGraw-Hill.
14. Locke, E.A. (1976). The nature and causes of job satisfaction. Handbook of Industrial and Organizational Psychology. 1297-1349.
15. Locke, E.A., Saari, L.M., Shaw, K.N., & Latham G.P. (1981). Goal setting and task performance: 1969-1980. Psychology Bulletin, 90, 125-152.
16. Lund, D. B. (2003), 'Organizational culture and job satisfaction. Journal of Business and Industrial Marketing, 18(3), 219-231. Vol. 18, No. 3, pp. 219-231.
17. Meyer, J.P. & Herscovitch, L., (2001). Commitment in the workplace: Toward a general model. Human Resource Management Review, 11, 299-326.
18. Monahan, C.J., & Muchinsky, P.M. (1987). What is person-environment congruence? Supplementary versus complementary models of fit. Journal of Vocational Behavior, 31, 268-277.
19. Mosadeghrad, A.M. (2003). Participative management’s role in hospital effectiveness & efficiency. Research in Medical Sciences, 8(3), 85-89.
20. Mowday, R.T., Steers, R.M. & Porter, L. W. (1979). The measurement of organizational commitment. Journal of Vocational Behavior, 14(2), 224-247.
21. Nadler, D.A. (1977). Feedback and organizational development: Using data-based methods. Reading, MA: Addison- Wesley.
22. Tanriverdi, H. (2008). Workers' job satisfaction and organizational commitment: Mediator variable relationships of organizational commitment factors. Journal of American Academy of Business, 14(1), 152-163.
23. United Nations Development Program (1991). Financing Human Development. Human Development Report.