It is widely believed that the implementation of progressive HR practices that affect employee skills, motivation, and behaviors can create strategic advantage for the organization (e.g., Arthur, 1994; Delaney and Huselid, 1996; Snell & Dean, 1992). However, the intervening mechanisms of this effect are...

Drawing from a total rewards perspective, we introduce three work outcomes — namely, extrinsic, social and intrinsic — as determinants of person-organization (PO) and person-job (PJ) fit perceptions of new IT employees. Gender is proposed as a moderator of the relationships between...