One’s the specifications of the job. Person organization fit

     One’s
job and organizational fit is vital in determining if one is right for the job
and will succeed in the organization in the long run. From a generalized
perspective, person job fit refers to how well one’s abilities relates to the
specifications of the job. Person organization fit refers to how well one fits
into the larger organizational culture. One should analyze a company’s organizational
culture before determining if that company is the right place for personal and
career growth. Company goals and values should align with an employee’s
personal goals and values to ensure a strong and intense company culture which
motivates workers to work as a collective and achieve goals efficiently. Thus,
after further analysis of organizational culture and job fit, I have determined
that Google is the right fit as its values align with my own. I also will be
examining the correlation between person-job fit and organizational fit and its
role in deciding Google as my ideal place of employment.

       The article Ethical Context,
Organizational Commitment, and Person-Organization Fit written by Sean
Valentine, Lynn Godkin and Margaret Lucero examines the importance of
person-organization fit. The article defines person-organizational fit as

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“The compatibility
between individuals and organizations” (Kristof, 1996, p. 3).
Person-organization fit can be based on the congruity between personal and
organization beliefs (Valentine, Godkin, Lucero 350).

This
quote highlights the relationship between personal and organization belief and
the need for both to be aligned. If a person is not comfortable with company
principles and values, this most likely would lead to employee turnover. The
person-organization fit is vital to the long term success of both the company
and the employee. Hence, it is very important for an employee to evaluate a
company’s organizational culture before considering working there. A research
article published in 2016 by Mingji Zhang ,Fei Yan, Wei Wang and Guohong Li
analyzes the relationship between employee organization fit and employee
turnover in the health worker community in China. A questionnaire containing
person-organization fit, job satisfaction and turnover intention was
administered to six hundred and fifty six participants in China’s Shanghai,
Shaanxi, Shandong and Anhui provinces. The results found that
person-organization fit was directly related to job satisfaction and inversely
related to job turnover. This case study further emphasizes on the importance
of person-organization fit as its results infer that if organizational values
and personal values are not aligned, employee turnover will occur. Person-job
fit should also play a key role in the hiring process.

       Karen Holcombe Ehrhart’s article “Job
Characteristic Beliefs and Personality as Antecedents of Subjective Person-Job
Fit” examine the aspects of person-job fit. Ehrhart defines person-job fit as:

Fit can be evaluated
subjectively or objectively (Kristof, 1996).Subjective P-J fit refers to
individuals’ perceptions regarding how well they fit with a particular job. For
example, employees may be asked the degree to which they feel their job matches
their preferences or needs. Objective P-J fit, on the other hand, pertains to
how well individuals’ reported preferences or characteristics correspond to a
job’s characteristics (Ehrhart 195).

Ehrhart
proposes two views to person-job fit; the subjective and objective aspects. The
subjective person-job fit aspect refers to the perception one has about the
desired organization and how well one thinks they would adjust to the desired
job. The objective person-job fit aspect refers to how one’s skills, abilities
and characteristics relate to those required by their jobs. Research done by
Nevin Deniza , Aral Noyanb and Öznur Gülen Ertosun in the paper “Linking
person-job fit to job stress: The mediating effect of perceived
person-organization fit” provides insight into the relationship between person
job fit and job stress which may lead to employee turnover. The researchers
hypothesized that a significant relationship between person-job fit and job
stress exists. In this case study, a total of one hundred and thirty five
questionnaires were completed and literature relating to person-job fit and job
stress were analyzed. The researchers used SPSS software to evaluate the data.
Regression and correlation analysis were also used to analyze the hypothesis in
this case. The research concluded that:

However, person-job fit and
job stress have statistically significant relationships. In particular,
person-job fit dimension has a direct effect on all job stress dimensions while
person-job unfitness has an impact only on social support. When looking at the
mediating relationships, for all person-job fit dimensions, person-organization
fit mediates the relationship with social support and also mediates the control
and person- job unfitness relationship (Deniza, Noyan, Ertosun 375).

Thus,
this research shows that person-job unfitness leads to the employee looking for
social support with the organization. The organizational culture plays a key
role in determining if social support is encouraged or even available as some
employees may simply seek to capitalize on another’s instability. Thus,
analysis of person-job and person-organization fit is crucial in determining
where one wishes to work.