Staffing and Selection - Person/Job Fit and Person/Organization Fit
The use of person-job fit and person-organization fit in making selection decisions
Pierre-Emmanuel IWEINS
12018013X
The Hong Kong Polytechnic University
12018013X@connect.polyu.hk
Staffing and Selection
MM4161
Simon C.H.CHAN
Introduction
The goal of any company is to increase its profits and efficiency, and to do that, it need the human capital. Most of the companies have realized their workforce is their most valuable asset because it can give them a competitive advantage. Thus, the duty of the human resource management department is to aid the execution of the firm’s strategic goals in finding employees who “fit” well with the exact requirements of the job offered. In fact, it is really important for the organisation and the job applicant to be sure that the right job goes to the right person; offering the job to the wrong person may cause bad consequences for both the employee and the company. Thus, candidates have to thoroughly understand their job requirements so that they can decide if they could do it well. Also, they need to be informed on what type of organization they may join and if it will suit them.
There are many different types of match in staffing, but in the perspective of a Staffing Quality Model, human resource managers use mainly two different ways, among others, to asses the suitability for a job: person-job fit and person-organisation fit. These job-fit measures are based on comparing the applicant’s skills to the job requirements and also on comparing applicant’s personality, values, interests and ambitious to the culture and characteristics of the organization.
It raises a fundamental question: Are these two models of staffing really efficient and do they ad value to the company in terms of the workforce’s quality?
These two concepts of job/organization-fit measures will be presented and discussed separately, followed by an evaluation of their use and efficiency in the making selection process of the company. I. The person-job
Pierre-Emmanuel IWEINS
12018013X
The Hong Kong Polytechnic University
12018013X@connect.polyu.hk
Staffing and Selection
MM4161
Simon C.H.CHAN
Introduction
The goal of any company is to increase its profits and efficiency, and to do that, it need the human capital. Most of the companies have realized their workforce is their most valuable asset because it can give them a competitive advantage. Thus, the duty of the human resource management department is to aid the execution of the firm’s strategic goals in finding employees who “fit” well with the exact requirements of the job offered. In fact, it is really important for the organisation and the job applicant to be sure that the right job goes to the right person; offering the job to the wrong person may cause bad consequences for both the employee and the company. Thus, candidates have to thoroughly understand their job requirements so that they can decide if they could do it well. Also, they need to be informed on what type of organization they may join and if it will suit them.
There are many different types of match in staffing, but in the perspective of a Staffing Quality Model, human resource managers use mainly two different ways, among others, to asses the suitability for a job: person-job fit and person-organisation fit. These job-fit measures are based on comparing the applicant’s skills to the job requirements and also on comparing applicant’s personality, values, interests and ambitious to the culture and characteristics of the organization.
It raises a fundamental question: Are these two models of staffing really efficient and do they ad value to the company in terms of the workforce’s quality?
These two concepts of job/organization-fit measures will be presented and discussed separately, followed by an evaluation of their use and efficiency in the making selection process of the company. I. The person-job
References: * Journal of Occupational and Organizational Psychology (2005), 78, The British Psychological Society * The Value of Person-Organization fit (2004), Charles Handler * Improving Interactional Organizational Research: A Model of Person-Organization Fit (1989), Academy of Management Review, 14, Jennifer Chatman * The Attraction-Selection-Framework (1995), Personnel Psychology, 48, Schneider, Goldstein & Smith * Finding and keeping the Right People (2000), Prentice-Hall, Billsberry * Staffing Organizations (2012), McGraw-Hill, Heneman & Judge * What is person-environment congruence? Supplementary versus complementary models of fit (1987), 31, Journal of Vocational Behaviour, Muchinsky & Monahan