Purpose – The purpose of the paper is to introduce the special issue that brings together six papers exploring aspects of person‐organization fit. Design/methodology/approach – This overarching paper contextualizes the theme and introduces the selected papers. Findings – The findings in...

Purpose – The purpose of this paper is to propose a contingency perspective that describes the relative importance of person‐job (PJ) fit and person‐organization (PO) fit as selection criteria for hiring various types of employees. Design/methodology/approach – Drawing on the theories of...

Purpose – This paper seeks to report an empirical test of Schneider's attraction proposition that organizations attract similar types of people. Design/methodology/approach – The person‐people (PP), person‐group (PG) and person‐organization (PO) fit of applicants to eight utility firms...

Purpose – This research aims to contribute to the discussion of P‐O fit by examining the potential of assessment centre performance to predict graduate P‐O fit over time. Does assessment centre performance provide predictive value over and above that provided by personality, work...

Purpose – This paper seeks to explore gender‐related behavior in relation to person‐group fit, person‐organization fit, and career decisions in order to identify relevant constructs and relationships and present suggestions for further research. Design/methodology/approach – A model...

Purpose – The purpose of this article is to examine the relationship between work value PO fit with fit being operationalized as a same‐source or different‐source measure. Design/methodology/approach – A sample of 94 employees from a company located in Curac¸ao completed a questionnaire...

Purpose – The present study examined the relationships between P‐O fit, job satisfaction, perceived job mobility, and intent to turnover. It was hypothesized that job satisfaction mediated the P‐O fit‐intent to turnover relationship and that perceived job mobility moderated the job...

Examines the expectations of those graduates recruited by organizations for their “high‐flyer” programmes. Looks at the socialization process that such graduates are exposed to once recruited and evaluates the adjustment and change processes that graduates experience.