人力资源管理的新趋势-个人与组织的匹配 New Trend of Assessment in HR Management—Person-Organization Fit(2006年公共管理国际会议论文)

1、new trend of assessment in hrmanagementperson-organization fit1.li yuan 2.li li-meischool of political science and public administration university of electronic science and technology of china, chengdu, p.r china, 610054abstract person-organization fit, short for p-o fit, mainly probe into compatib

2、ility between basic features of organization individuals such as organizational culture, atmosphere, values, goal, standard and individual personality, values, goal, attitude and so on, as well as the possible result and the premise to realize such a compatibility. researches show that p-o fit could

3、 not only enable organization to better attract, pick out and detain talented staff, but also help improve personal performance and their satisfaction. although present researchers hold different opinions on the choice of p-o fit operation index, all results reveal theorys great application value in

4、 hr assessment. on one hand, according to p-o fit, in employment organization could adopt some tactics to increase reliability and accuracy of the assessment on the fit between the candidate and organization, thus to improve recruiting quality; on the other hand, the application of fitting index in

5、organization assessment provides a new methods to perfect assessing system, which is also positive to staff performance.key words hr management, person-organization fit, assessment1 introductionas the premise and criteria of an accurate hr decision-making, assessing is the core job of hr management.

6、 in organization, there are two kinds of assessments. one is for selection and promotion, namely, personnel recruitment and selection; the other is performance assessment deciding salary and bonus distribution.traditionally, no matter the assessment is carried out before employment or after, it focu

7、sed on the fit degree between the post and personal capability. that is to say, the employed staff fit for the post would be assessed afterward to see how this fit realized and hence to scale their contribution. this kind of assessment takes effect to some extent in practice of hr management, but it

8、 is also marked with some limitations. it fails to estimate the fit of personnel and organization between their values, goals, and characters. the result would be personnel working for interests instead of the organization, which easily lead to lower commitment and satisfaction, and a higher dismiss

9、ion.in recent years, concerning the shortcomings of traditional assessment, western researchers and administers put forward a new mode of person-organization fit. this new mode offers a new perspective to the assessment, emphasizing on the integral fit between staff and organization. through this ne

10、w pattern angle organization could perfect its assessing system, tackle with drastic talent competition, attract and detain the talented and therefore enhance organization potency. 2 definition of p-o fitmore than 100 years ago, management master taylor, in the set of his elaborately summarized scie

11、ntific management principles, put forward that the first-class worker should be picked out, with qualification of his competence and willingness. taylor emphasized that personal ability unilaterally meet the demand of job. however, along with further management research and practice, the unilateral

12、fit which failed to put into consideration of other organizational factors besides staff and organization, could not well meet the need of hr exercise and theory development. thus, more and more researchers and administers turned to person-organization fit.in the past researching, there were two com

13、prehensions to p-o fit. one is supplementary and complementary fit, proposed by muchinsky and monahan. supplementary fit means that individual and organization possess the same or the fitted features. while the complementary fit means that individual and organization could meet the need of each othe

14、r. the latter emphasizes on whether the individual would be provided with some unique resources, making up for organization deficiency. to be detailed, the need of organization could be realized through fruitful works of the staff, and vice versa. 1 the other is needs-supplies and demands-abilities,

15、 proposed by edwards. from the angle of needs-supplies, when organization satisfies personal need, desire or preference, p-o fit comes into realization. while seeing through demands-abilities, if personal ability well meets the demand of organization, the fit realizes as well 2.although these two vi

16、ewpoints have obtained thorough research, they are seldom considered together. kristof(1996) believes that although the fit in values between personnel and organization is important, integration of all p-o fit concepts is rather necessary for a thorough comprehension of it. having summarized the pas

17、t researches, kristof proposed integral mode of p-o fit. in such a mode, p-o fit is compatibility between personnel and organization, which means that there is a compatibility or consistency in personal characteristics and organizational features, emphasizing an integral fit between personnel and or

18、ganization. staff shall meet the need of specific job or post. and the more important is to keep consistent between personality and organizational basic features. kristof defined p-o fit as compatibility between personnel and organization on three different occasions. organization and its members, m

19、utually or singly, shall be able to provide their counterpart with requisite resources; in some basic features individual and organization resemble each other; or the two mentioned above coexisted 3.3 application of p-o fit in hr management assessment3.1 applied values of p-o fit in recruitment asse

20、ssmentaccording to p-o fit theory, in recruitment assessment, organization would adopt some tactics to increase reliability and accuracy of the fit assessment between candidate and organization, hence to improve recruiting quality, making sure that the organization employ the fittest staff, and pavi

21、ng a way to build hr teams of high quality.3.1.1 p-o fit suggests that organization has a special need for the staff in according to different lifecycles. therefore different recruitment assessments shall be adopted to help filter the fittest personnel.a notable result caused by p-o fit is formation

22、 of a relative homogeneity in organization, taking effect in early stage of development of organization and helpful to promote communication and coordination between members, strengthening organizational centrality and efficiency as well. based on the reasons mentioned above, in the initial stage of

23、 organization development, assessment inclined to seek for staff well fit with the organization. organizations in this stage put strong emphasis on centrality and coordination, and it is easier to form centrality among staff that shares common personalities, values and attitudes. in the cooperation

24、there is higher efficiency, helping develop and strengthen the young organization. however, in different phases of organization development it is doubted whether high-level fit is beneficial or not. most researchers deemed that too many “fit” personnel would stiffen the organization; only high incon

25、sistency could prompt its maturity and advancement. unfitness becomes especially important while stagnation appears in later phase of organization maturation 3. so during organization maturing, the key assessment is to recruit staff less fit, in order to inject fresh blood into the organization for

26、an innovation and bring new ideas and inspirations to stimulate development. however, if the homogeneity is formed through close propagation, its likely that such homogeneity would rigidify the organization, making it conservative and less innovative, and thus reducing its adaptability.then, in diff

27、erent periods of organization, recruitment assessment shall meet the need of some special personnel of certain lifecycles, instead of blindly pursuing highly fitted staff.3.1.2 adopt different assessing tactics in different phases of recruitmentpeople as bowen pointed out that while the recruitment

28、aims at a long-term employment and keeping organization elastic, p-o fit would be one of the main factors to consider. cable and judge also proposed that to realize the above goals a critical 4 well p-o fit is even more important than its 5 realization. when a well p-o fit is realized, not only expe

29、nses on personnel selection would be reduced, but also a sustainable development of the enterprise would be guaranteed. selection of personnel with personality consistent with organization culture would result in a flexible workforce where members could transfer between different jobs in a walk.asse

30、ssment in the early stage of recruitment mainly focused on the fit between personnel and the post. when it comes to the decision-making in the later stage the concern shifts to the value and culture fit between persons and the organization. in the early stage, to avoid direct loss resulted from unfi

31、tness, personnel are selected by judging the fit degree between their comprehensive skills and the post. when candidates passed the early filtration and enter the phase of decision-making, their personality, values and goals would be assessed to confirm the fitness, ensuring that the organization re

32、cruited loyal employees willing to work for a long time. 3.1.3 apply various measuring techniques to lessen subjective impact on candidates caused by the lack of accuracy in recruitment assessment.structured interview is one of the most effective methods to assess whether the candidate and organizat

33、ion fit. interviewer always longs for job seekers with more qualities compatible or just similar with the organization. but in cables and judges study, in practice, the fit degree perceived (not the factual one) by interviewer influenced the result more 6. interviewers assessment and decision were a

34、lways affected by other two compatibilities: compatibility of candidate and interviewer (namely deviation to “similar to me”), and compatibility of candidate and “ideal” employee (namely deviation to “similar to the ideal”)7. so interviewers direct assessment is unlikely to show the true condition o

35、f p-o fit. to solve the problem, some objective methods should be adopted, such as personality exam, compulsory selection and q-sorting technique.3.2 applied values of p-o fit mode in performance assessingthe past researches suggest that p-o fit is positive to personnel performance. for example, in

36、andrews research, he divided administrators into two types, the success-oriented and the power-oriented and so did with values of organization. his research shows that administrators with organization values (namely the success-oriented administrator rooting from success-oriented organization, or th

37、e power-oriented administrator rooting from power-oriented organization) are more notable in their administration performance, better working conditions and more promotion 8. however, all other researches based on the sample of junior accountant, administration personnel in public department, mba st

38、udents, senior accountant and middle-level administrator, showed the decisive effect of p-o compatibility in values on satisfaction and organization commitment。researchers like tziner reported that p-o fit had remarkable influence on employees performance. employees consistent with atmosphere of the

39、 organization while in pursuit of achievement always perform better than those who are not 9.based on the above researches, while forming the system of performance assessment, some p-o fit researching result could be used for reference to build up a more effective one. 3.2.1 building up organization

40、al performance assessment system based on p-o fit traditional assessment was restricted to personnel contribution to the goal of organization, instead of exploring the causes behind leading to individual inequable contributions. while it is believed in p-o fit theory that if personnel values or will

41、s were similar to organizational value tropism, personnel would show a positive attitude and behavior. for example, oreilly, chatman & caldwell (1991) believed that to a large degree p-o fit is a consistency between personnel and organization culture. only when personal idiosyncrasy integrated with

42、organization culture could a perfect fit be realized. the closer the values of personnel and organization are, the more satisfactory personnel would feel; and the stronger organization commitment is, the lower dismission would be. at the same time，oreilly (1991) proved that young employees with s va

43、lues similar to organization would be content with the job, making more pledge to the employer and staying longer. so the new method provided by p-o theory not only consists of personnel performance, but also supporting factors such as the fit degree in values, attitudes and staff satisfaction.3.2.2

44、 exert function of p-o fit in forecasting performanceafter bormans and motowidios10 proposal of a division of task performance and side performance, many people shift to be concerned with the relationships between the two factors. task performance focuses on proficiency while personnel handles with

45、core techniques, closely related with the organizational need for core technique. while side performance includes not only assuming jobs besides the designated, but also assisting others, obeying regulation and procedures. in spite of some inconvenience, employees pay extra effort and devotes to bac

46、king organization goals. in the study on the relationship between p-o fit and task performance, as well as side performance, people like goodman (1999) discovered that p-o fit could predict side performance, and task performance as well. 3.2.3 emphasis on distinction between performance assessing me

47、thodsone important attraction of organization to talent is a reasonable assessing system, which directly affects the realization of self-value. at present there are many assessing methods, such as objective administration assessment, key performance index assessment, and full perspective (360 degree

48、) assessment. each of them has respective advantages. it is reckoned in p-o that different talents have different demands for organizations assessing methods and a determined salary system. for instance, top employees with anxiety to be much successful would choose organization that encourages compe

49、tition, effort and achievement. and this kind of salary system is usually marked with notable characters: a relatively higher salary or some difference distinctly showing contrasts between individuals. such a salary system could meet their higher achieving motives 11. in addition, burke and deszca d

50、ivided organization atmospheres into type a and type b. as a result, they found that individuals of type a (ambitious, competitive, highly desirous for success) favor organization of type a (high standard of performance, high spontaneity, tenacity)12. so, while making choice of assessing methods, an

51、 enterprise should not only take into consideration its culture, tactic goal, trade background, competition in enterprise size and so on, but also fully calculate preferences for assessing methods demanded by different needs of talents. after an earnest analysis the enterprise would pick out the fit

52、test assessing methods.4 conclusionsafter a long period of researching on p-o fit, researchers point out that p-o brings up remarkable efficiency in the following three aspects. the first is the attitude of the staff. the fit of personal demand and organization atmosphere and culture would lead to a

53、 higher satisfaction and organization commitment. so employees are willing to stay longer in the organization. the second is staff behavior, which is positively affected by p-o. demonstration shows that there is lower rate of dismission, absenteeism, and complaint in organizations that adopts p-o mo

54、de in recruitment. besides, the individual well fit with organization manifests a better performance. employees would voluntarily assume extra jobs, devote more passion and effort but also take initiative to assist colleague and observe regulations. the third is organization performance. in organiza

55、tion with higher fit level, there takes on harmonious atmosphere, higher moral and smooth coordination.in the long hr researching and practice, people have been pursuing a more reasonable assessing method to inspire personnel to the most. the p-o theory with above-mentioned advantages offers a new o

56、rientation to perfect organization assessment, which means applying p-o fit dynamically into organization assessment-to constitute dynamic employment tactics in the principle of fit, and apply the fitting index into the foundation and perfection of assessment. then, the organization could not only r

57、ecruit the fittest staff in different phases, but also apply flexible assessing methods to keep dynamic track of the variation of personal performance. thereby, a precise and timely hr decision is made. however, there is great discrepancy in cultures and background of p-o researches. so when using t

58、hose theories for reference, cultural discrepancy should also be taken into consideration. only through this could the researches better solve the practical problems lying in hr management, and better serve the improvement of organization performance. references1muchinsky p m ,monahan c j . what is

59、person - environment congruence supplementary versus complementary models of fit .journal of vocational behavior, 1987, 31: 268 - 2772edwards j r. person - job fit a conceptual integration, literature re2view and methodological critique. international review of industrial/ organizational psychology, 1991, 6 :283 3573kristof a l. peron-organization fit: an integrative review of its