1. Introduction and Overview. 2. Detecting Influential Observations and Outliers. 3. Detecting and Assessing Collinearity. 4. Applications and Remedies. 5. Research Issues and Directions for Extensions. Bibliography. Author Index. Subject Index.

Regression Diagnostics: Identifying Influential Data and Sources of Collinearity

Building Leadership Effectiveness This program encourages leaders to develop practices that transform values into action, vision into realities, obstacles into innovations, and risks into rewards. Participants will be introduced to the five practices of exemplary leadership: modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart Coaching & Communicating for Performance Coaching & Communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities. Skillful Conflict Management for Leaders As a leader, it is important to understand conflict and be effective at conflict management because the way conflict is resolved becomes an integral component of our university’s culture. This series of conflict management sessions help leaders learn and put into practice effective strategies for managing conflict.

기독교 사역과 Leadership

This meta-analysis investigated the relationships between person‐job (PJ), person‐organization (PO), person‐group, and person‐supervisor fit with preentry (applicant attraction, job acceptance, intent to hire, job offer) and postentry individual-level criteria (attitudes, performance, withdrawal behaviors, strain, tenure). A search of published articles, conference presentations, dissertations, and working papers yielded 172 usable studies with 836 effect sizes. Nearly all of the credibility intervals did not include 0, indicating the broad generalizability of the relationships across situations. Various ways in which fit was conceptualized and measured, as well as issues of study design, were examined as moderators to these relationships in studies of PJ and PO fit. Interrelationships between the various types of fit are also meta-analyzed. 25 studies using polynomial regression as an analytic technique are reviewed separately, because of their unique approach to assessing fit. Broad themes emerging from the results are discussed to generate the implications for future research on fit.

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Consequences of individuals' fit at work: a meta-analysis of person-job, person-organization, person-group, and person-supervisor fit

行銷硏究 : Marketing research

We theorize that engagement, conceptualized as the investment of an individual’s complete self into a role, provides a more comprehensive explanation of relationships with performance than do well-known concepts that reflect narrower aspects of the individual’s self. Results of a study of 245 firefighters and their supervisors supported our hypotheses that engagement mediates relationships between value congruence, perceived organizational support, and core self-evaluations, and two job performance dimensions: task performance and organizational citizenship behavior. Job involvement, job satisfaction, and intrinsic motivation were included as mediators but did not exceed engagement in explaining relationships among the antecedents and performance outcomes.

Job engagement: antecedents and effects on job performance

Distinguishing between Employees' Perceptions of Person-Job and Person-Organization Fit.

Two studies were conducted to assess whether recruiters form distinguishable perceptions of applicant person-job (P-J) and person-organization (P-O) fit. The first study used repertory grid methodology with actual recruiters and mock applicants to demonstrate that knowledge, skills, and abilities are relied on more frequently to assess P-J fit, and values and personality traits more often to assess P-O fit. Study 2, which involved actual recruiters making decisions on applicants in a field setting, supported P-J and P-O fit perceptions as 2 discernable factors. Study 2 also found that both types of perceived fit offer unique prediction of hiring recommendations. Taken together, these results present compelling evidence that recruiters discriminate between applicants' P-J and P-O fit during early interviews.

Perceived applicant fit: distinguishing between recruiters' perceptions of person-job and person-organization fit

Prior research evidence shows that within-team interdependence moderates the process-performance relationship in small groups. Data collected from 94 top management teams (TMTs) replicated and exte...

The Moderating Role of Top Management Team Interdependence: Implications for Real Teams and Working Groups

Studies of person-environment (PE) fit have been prevalent in the management literature for almost 100 years (e.g., Parsons, 1909; Pervin, 1968; Schneider, 1987). With this interest in fit has come a deluge of experiments and field studies attempting to capture the "elusive criterion of fit" (Judge and Ferris, 1992). The dominant approach to these studies has been to examine the fit between an individual and a single aspect of the work environment. In reality, however, people do not interact with only one part of their environment. Rather, they are simultaneously nested in multiple dimensions of the environment (Granovetter, 1985; Mitchell et al., 2001). This nested view suggests that many of the consequences attributed to fit are not simply the result of fit or misfit with a single aspect of the environment. Instead, broad consequences such as satisfaction, commitment, stress, adjustment and withdrawal are more realistically affected by the compilation and interaction of fit assessments across multiple aspects of the environment. The results of a recent empirical study by Kristof-Brown, Jansen and Colbert (2002) support this notion that various aspects of fit simultaneously influence work attitudes. The purpose of this article is to develop a theory that addresses how fit with single aspects of the work environment combine and interact to affect a variety of individual-level outcomes. To develop this type of integrative theory, a clear understanding of the PE fit construct is necessary. Therefore, we begin with a review of the various types and dimensions of fit, and elaborate on the multidimensionality of PE fit. We then introduce a model that proposes how the various dimensions of fit combine to create PE fit, and explore factors that predict the relative influence each dimension is likely to have on the multidimensional construct. Following this, we consider the research implications of the proposed model, including operationalization issues and testing methodologies. We conclude with a discussion of the contributions and limitations of the proposed framework and suggest future research directions. REDEFINING PERSON-ENVIRONMENT FIT Stemming from roots in person-environment interaction theory (Lewin, 1935), the fundamental assumption of fit research is that outcomes are a function of the interaction between individuals and their environments, where good fit typically results in positive outcomes for the individual (Edwards, 1991; Kristof, 1996). Within organizations, fit can be assessed in a variety of ways with numerous aspects of the work environment. We briefly review fit dimensions to clarify the terminology that will be used in the remainder of this article. Dimensions of PE Fit A single-dimension fit perception is defined as the compatibility between an individual and a specific aspect of the work environment. Scholars have previously described four dimensions with which PE fit has been studied (Judge and Ferris, 1992; Kristof, 1996). The broadest of these is the vocation or profession. This research on person-vocation (PV) fit includes vocational choice theories that propose matching people with compatible career options (e.g., Holland, 1985; Super, 1953). Related to PV fit, but defined more narrowly as the relationship between a person's abilities and the demands of a specific job or the desires of a person and the attributes of a specific job, is the research on person-job (PJ) fit (e.g., Edwards, 1991; Kristof, 1996). Alternatively, research on person-organization (PO) fit emphasizes the compatibility between people and entire organizations. This research focuses on the extent to which organizations and applicants/incumbents share similar characteristics and/or meet each other's needs (Chatman, 1989; Kristof, 1996). The final category of research is that of person-group (PG) fit, which focuses on the skill and interpersonal compatibility between individuals and their work groups (Judge and Ferris, 1992; Kristof, 1996). …

https://www.jstor.org/stable/pdfplus/40604534.pdf

Amy L. Kristof-Brown

Papers

Consequences of individuals' fit at work: a meta-analysis of person-job, person-organization, person-group, and person-supervisor fit

Distinguishing between Employees' Perceptions of Person-Job and Person-Organization Fit.

Perceived applicant fit: distinguishing between recruiters' perceptions of person-job and person-organization fit

The Moderating Role of Top Management Team Interdependence: Implications for Real Teams and Working Groups

Toward a Multidimensional Theory of Person-Environment Fit