Person‐environment misfit: the neglected role of social context

Purpose – In recent years, the literature on person‐environment fit as a sought‐after outcome has burgeoned whereas misfit has been relatively neglected. Specifically, little research has investigated how people develop and maintain perceptions of not fitting in. The aim of this paper is to review past research on misfit, and present new data examining the role of coworker social relations in surfacing or diminishing perceptions of misfit. Design/methodology/approach – Written data were collected from 167 participants and analyzed using thematic coding. Themes emerging from the data were compared against the model of person‐environment misfit. Findings – From the authors' analysis of previous misfit research they identify four dimensions of misfit: sociodemographic, individual differences, structural, and social. The authors' data support and extend these dimensions. Further, the findings suggest that the social context is related to perceptions of misfit. Practical implications – Managers can play a key role in misfit perceptions, both through action and inaction. Managers should note the importance of social relations in perceptions of misfit, and aim to provide supportive and well‐structured work contexts. Originality/value – This paper makes four key contributions to the person‐environment fit literature. One is the categorization of dimensions of misfit, developed from past research. The second is the provision of three conceptual models summarizing different approaches to misfit in relation to fit. Third, the paper provides a novel perspective on misfit by focusing on social norms as the background against which misfit is experienced. Fourth, this research supports and extends on the four component model of misfit developed in the authors' initial review.