Consultancy Report

Organizational Behavior – Consultancy Report
Group 18

DISCLAIMER
This material is based upon work supported by Caixa Geral de Depósitos (CGD), Banco Português de Investimento (BPI) and Banco Bilbao Vizcaya Argentaria (BBVA).
Any opinions, findings, conclusions, or recommendations are those of the authors and do not reflect the views of the
Companies, their employees or their administrations.

2

Organizational Behavior – Consultancy Report
Group 18

Table of Contents
Executive Summary

4

1. Introduction

5

2. Organizational Context

6

3. Theoretical Background

7

4. Methodology

8

4.1 Procedures

8

4.2 Sample

8

5. Analysis

11

5.1. Limitations

11

5.2. The variables

12

5.3. ANOVA

12

5.3.1. Effects of Age

13

5.3.2. Effects of Gender

13

5.3.3. Effects of Education Level

14

5.4. Model

14

5.4.1. Person-Organizational Fit and Ethical Leadership
5.4.2. Person-Organizational Fit and Ethical Environment

16

5.4.3. Person-Organizational Fit and Political Skills

17

5.4.4. Person-Organizational Fit and Human Resources

17

5.4.5. Person-Organizational Fit and Ethical Behaviour

18

5.4.6. Ethical Environment and Trust in Employees

18

5.4.7. Ethical Environment and Voice
6.

15

20

Conclusions and Recommendations

21

References

24

Appendix

25

3

Organizational Behavior – Consultancy Report
Group 18

Executive Summary
The aim of this consultancy report is to provide advice and recommendations to the companies involved in this sector (banking) in order to improve their performances, based on a PersonOrganizational Fit analysis.

The first step was to carry out surveys in three similar companies, banks, with questions about several different topics concerning their workplace environment. The survey questionnaires were filled out by 40 employees and their supervisors, gathering information on their relationships and

References: Kristof, A.L. (1996). Person–organization fit: An integrative review of its conceptualizations, measurement, and implications Boon, C., & Den Hartog, D. N. (2011). Human resource management, person–environment fit, and trust Andrews, M. C., Baker, T., & Hunt, T. G. (2011). Values and person–organization fit: Does moral intensity strengthen outcomes? Leadership & Organization Development Journal, 32(1), 5-19. Nazir (2005) Vikalpa, Volume 30 N°3, July September 2005, 39-51. Chatman, J. A. (1991). Matching people and organizations: Selection and socialization in public accounting firms Meglino, B. M., Ravlin, E. C. & Adkins, C.L. (1989). A work values approach to corporate culture: A field test of the value congruence process and its relationship to individual O 'Reilly, C., Chatman, J., & Caldwell, D. F. (1991). People and organizational culture: A profile comparison approach to assessing person-organization fit Sheridan, J. E. (1992). Organizational culture and employee retention. Academy of Management Journal, 35, 1036-1056. Govindarajan, V. (1989). Implementing competitive strategies at the business unit level: Implications of matching managers to strategies Moos, R. H. (1987). Person-environment congruence in work, school, and health care settings. Cable, J. And Judge, T. (1996), Person-Organization Fit, Job choice decisions, and Organizational Entry Eran Vigoda-Gadot and Amos Dror (2006) Handbook of Organizational Politics http://www.ere.net/2004/05/20/the-value-of-person-organization-fit/