VALUES CONGRUENCE AND RELATIONAL DEMOGRAPHY AS AN ANTECEDENT OF ORGANIZATIONAL COMMITMENT

Year 2014, Volume: 6 Issue: 1, 16 - 31, 01.06.2014

İşık Çiçek İsmail Hakkı Biçer

Abstract

The importance of “human” has become more apparent in today's increasingly competitive environment. In the light of developing technology, increasing of technology-based organizations gets managers to pay attention to intellectual capital that is indispensable element. Retaining qualified employees and get them to commit to organization are remarkable factors for human resource management. The antecedent of organizational commitment in this type of organizations gains importance as one of the topics for academicians and professionals. The employees’ fit with organizations and their groups can be antecedents of organizational commitment. The effects of fit the employees’ values with organization values/group values and perception of job execution similarity (relational demography) on the organizational commitment are investigated in this study. 293-employee sampling is selected in technology-based organizations for this research. According to findings, dimensions of human-result oriented-stability and development-reward in terms of person-organization values fit, dimension of result oriented in terms of person-group value fit, and job execution similarity with supervisor have significant effects on organizational commitment. Contrary to expectations, person-group value fit explain the variance in the organizational commitment, negatively. This result highlights complementarity regarding values in a group besides supplementary fit

Keywords

Values, person-group fit, person-organization fit, relational demography, organizational commitment.

References

• Amos, E. A. and Weathington, B. L. (2008). “An analysis of the relation between employee- organization value congruence and employee attitudes”. The Journal of Psychology, Vol 142, Iss 6, 615-631.
• Ashforth, B.E. (1987). “Organizations and the petty tyranny: An exploratory study”, The Annual Meeting of the Academy of Management, New Orleans, LA.
• Barber, A. E. (1998). Recruiting employees: Individual and organizational perspectives. Thousand Oaks, CA: Sage.
• Byrne, D. (1971). The attraction paradigm. Academic Press, New York.
• Cable, D. M. and Judge, T. A. (1996). “Person-organization fit, job choice decisions, and organizational entry”. Organizational Behavior and Human Decision Process, 67, 294-311.
• Carless, S. A. (2005). “Person-job fit versus person-organization fit as predictors of organizational attraction and job acceptance intentions: a longitudinal study”. Journal of Occupational and Organizational Psychology, Vol 78, Iss 3, 411-429.
• Chatman, J. A. (1989). “Improving interactional organizational research: A model of person- organization fit”. Academy of Management Journal, Vol 14, Iss 3, 333-349.
• Coşkun, G. (2007). The relationship between person-organization value fit and organizational commitment, (master thesis), Marmara University, Department of Human Resources Management and Development
• Çiçek, I. (2013). The effects of job characteristics fit, person-organization fit, person-group fit, and relational demography on employees, (doctoral thesis), Istanbul Technical University, Faculty of Management, Istanbul.
• DelCampo, R. G. (2006). “Influence of culture strength on person-organization fit and turnover”. International Journal of Management, September, Vol 23, Iss 3, Part 1, 465-471.
• Doğan, S. and Kılıç, S. (2007). “The Effect of Personnel Empowerment on Organizational Commitment (Örgütsel bağlılığın sağlanmasında personel güçlendirmenin yeri ve önemi)”. Erciyes University, Journal of Economics and Administrative Science, 29, 37-61.
• Enz, C. (1988) “The role of value congruity in intraorganizational power”. Administrative Science Quarterly, 33, 284- 304.
• Erdoğan, B., Kraimer, M.L. and Liden, R. C. (2004). “Work value congruence and intrinsic career success: the compensatory roles of leader-member exchange and perceived organizational support”. Personnel psychology, 57, 305-332.
• Eren, E. (2000). Organizational Behavior and Management Psychology (Örgütsel Davranış ve Yönetim Psikolojisi) Beta Publishing, İstanbul.
• Erkutlu, H. (2008). “The impact of transformational leadership on organizational and leadership effectiveness: The Turkish Case”. Journal of Management Development, Cilt 27, No 7, 708-726.
• Finegan, J. F. (2000). “The Impact of person-organizational values on organizational commitment”. Journal of Occupational and Organizational Psychology, Iss 3, Vol 2, 149-69.
• George, E. and Chattopadhyay, P. (2002). “Do differences matter? Understanding demography-related effects in organization”. Australian Journal of Management, 27, 47-54.
• Güneşer, A. B. (2007). The effect of person-organization fit on organizational commitment and work engagement: The role of person-supervisor fit (doctoral thesis), Marmara University, Department of Organizational Behavior.
• İplik, F. N., Kılıç, K. C. and Yalçın, A. (2011). “The simultaneous effects of person- organization and person-job fit on Turkish hotel managers”. International Journal of Contemporary Hospitality Management, Vol 23, Iss 5, 644-661.
• Jansen, Karen J. and Kristof-Brown, A. (2006). “Toward a multidimensional theory of person- environment fit”. Journal of Managerial Issues, Vol 18, Iss 2, 193-212.
• Karakurum, M. (2005). The effects of person-organization fit on employee job satisfaction, performance, and organizational commitment in a Turkish Public Organization, (master thesis), Orta Doğu Teknik University, Department of Psychology.
• Kraimer, M. L. (1997). “Organizational goals and values: A socialization model”. Human Resource Management Review, Vol 7, Iss 4, 425-447.
• Kristof, A.L. (1996). “Person-organization fit: An integrative review of its conceptualizations, measurement, and implications”. Personnel Psychology, 49, 1-49.
• Kristof-Brown, Amy L., Zimmerman, Ryan D. and Johnson, E. N. (2005). “Consequences of inidividual’s fit at work: A meta analysis of person-job, person-organization, person-group, and person-supervisor fit”. Personnel Psychology, 58, 281-342.
• Maurer, S. D. (2006). “Using situational interviews to assess engineering applicant fit to work group, job, and organizational requirements”. Engineering Management Journal, Vol 18, Iss 3, 27-33.
• Meglino, B. M., Ravlin, E. C. and Adkins. C. L. (1989). “A work values approach to corporate culture: A field test of the value congruence process and its relationship to individual outcomes”. Journal of Applied Psychology, 74, 424-432.
• Metzler, V. L. (2005). Organizational culture: Finding the right fit. (doctoral thesis), Templete University.
• Meyer, J. P. and Allen, N. J. (1991). “A three component conceptualization of organizational commitment”. Human Resource Management Review, Vol 1, Iss 1, 61-89.
• Meyer, J. P. and Herscovitch, L. (2001). “Commitment in the workplace: Toward a general model”. Human Resource Management Review, Vol. 11, Iss 3, 299-326.
• Muchinsky, P. M. and Monahan, C. J. (1987). “What is person-environment congruence? Supplementary versus complementary models of fit”. Journal of Vocational Behavior, 31, 268- 277.
• O’Reilly, C. A., Caldwell, D. F. and Barnett, W. P. (1989). “Work group demography, social integration, and turnover”. Administrative Science Quarterly, 34, 21-37.
• O’Reilly, C., Chatman, J. A. and Caldwell, D.F. (1991). “People and organizational culture: A profile comparison approach to assessing person-organization fit”. Academy of Management Journal, Vol 34, Iss 3, 487-516.
• Reichers, A. E. (1985). “A review of reconcepcualization of organizational commitment”. Academy of Management Review, Vol 10, Iss 3, 465-476.
• Riordan, C.M. (2000). “Relational demography within groups: Past developments, contradictions, and new directions”. In G.R. Ferris (Ed.), Research in Personnel and Human Resource Management. Vol 19, (pp:131-173). Stamford, CT: JAI Press.
• Roberts, D. H. and O’Reilly III, C. A. (1979). “Some correlates of communication roles in organizations”. Academy of Management Journal, 22, 42-57.
• Saks, A. M, and Ashforth, B. E. (1997). “A longitudinal investigation of the relationships between job information sources, applicant perceptions of fit, and work outcomes”. Personnel Psychology, 50, 395-426.
• Schein, E. (1992). Organizational Culture and Leadership. Jossey-Bass, San Francisco, CA.
• Sekiguchi, T. (2004). “Person-organization fit and person-job fit in employee selection: A review of the literature”. Oasha Keidai Ronshu, Vol 54, Iss 6, 179-196.
• Shin, Y. (2005). The effect of perceived team person-environment fit on team performance in Korean Firms: An examination of mediating and moderating effects, (doctoral thesis), Columbia University.
• Sürgevil, O. (2008). Farklılık ve işgücü farklılıklarının yönetimine analitik bir yaklaşım, “Diversity and an analytic approach to workforce diversity management” (doctoral thesis), Dokuz Eylül University, Department of Management, Izmir.
• Tajfel, H. and Turner, J. C. (1979). “An intergrative theory of intergroup conflict”. In W. G. Austin & S. Worchel (Eds.), The Social Psychology of Intergroup Relations (pp. 33–47). Monterey, CA: Brooks/Cole.
• Tsui, A. S. and O’ Reilly III, C. A. (1989). “Beyond simple demographic effects: The importance of relational demography in superior-subordinate dyads”. Academy of Management Journal, Vol 32, Iss 2, 402-423.
• Tsui, A.S., Egan, T.D. and O’Reilly III, C.A. (1992). “Being different: Relational demography and organizational attachment”. Administrative Science Quarterly, Cilt 37, Sayı 4, 549-579.
• Turner, B. A., Pidgeon, N., Blockley, D. and Toft, B. (1989). Safety culture: its importance in future risk Management. The 2nd World Bank Workshop on Safety Control and Risk Management, Karlstad, Sweden.
• Verquer, M, L. (2002). Fitting in at work: A comparison of the relationships between person- organization fit and person-group fit with work attitudes, (doctoral thesis), Central Michigan University, Department of Psychology.
• Verquer, M. L., Beehr, T. A. ve Wagner, S. H. (2003).” A meta-analysis of relations between person–organization fit and work attitudes”. Journal of Vocational Behavior, 63, 473–489.
• Warren, T. R. (1996). P-O fit and organizational outcomes, (doctoral thesis), Georgio Institute of Technology, Department of Psychology.
• Wasti, A. (1999). Organizational commitment and collectivism: The case of Turkey, (doktora tezi), University of Illinois, Urbana-Campaign.
• Werbel, J. D. and Johnson, D. J. (2001), “The use of person-group fit for employment selection: A missing link in person-environment fit”. Human Resource Management, Vol 40, Iss 3, 227-240.
• Werbel, J. D., DeMarie, S. M. (2005). “Aligning strategic human resource management and person–environment fit”. Human Resource Management Review 15, 247–262
• Yang, L., Levine, E. L., Smith, M. A., İspas, D. and Rossi, M.E. (2008). “Person-environment fit or person-plus environment: A meta analysis of studies using polynomial regression analysis”. Human Resource Management Review, 18, 311-321.
• Yıldırımbulut, E. (2006). The effects of person-job fit, person-organization fit and social support on job stress: A study in call centers, (master thesis), Marmara University, Department of Management, Istanbul.