Person–Environment Fit From an Organizational Psychology Perspective

Abstract

Person–environment (PE) fit is broadly defined as the degree of congruence or match between a person and environment. It is relevant to various theoretical foundations, including the interactionist theory of behavior, the attraction–selection–attrition (ASA) theory, and the theory of work adjustment (TWA). PE fit is a complex and multidimensional construct that has different forms and dimensions, including person–vocation (PV) fit, person–organization (PO) fit, person–group (PG) fit, person–person (PP) fit, and person–job (PJ) fit. Accumulated research evidence shows that PE fit has separate and interactive effects on employee outcomes in terms of attitudes (e.g., satisfaction and commitment), well-being (e.g., stress and burnout), and work-related performance (e.g., task performance and organizational citizenship behavior). PE fit is inherently dynamic, and the level of PE fit changes over time when characteristics of the person and environment change. The change in PE fit also influences changes in work-related affect and behaviors. When employees perceive PE misfit, they tend to engage in change-oriented activities in order to reduce the pain of misfit or achieve a better fit. Finally, various organizational practices such as recruitment, selection, socialization, and training and development play important roles in determining the degree of PE fit.