Current Topics in HRM

1. Current Topics in HRM Week 2 – Employee-Organization Fit

2. Definition of Fit • Fit = match = congruence • Many different types of fit in HRM

3. Person - Job Fit • A match between the a person’s skills and ability with • Examples: • Basic accounting knowledge  accounting jobs • No tennis training  Tennis couch • Outcomes? • HR practices that increase person-job fit?

4. Person - Organization Fit • (A) person-job fit (B) A match between the a person’s characteristics (e.g., personality, values, needs) with the organization’s characteristics (e.g., culture) • Examples • Aggressive person joins an aggressive insurance company • Outcomes? • HR practices that increase person-org fit?

5. Person - Group Fit • A match between a person’s characteristics with the group’s characteristics • Examples • A female newcomer is assigned to an all-female work group • Outcomes? • HR practices that increase person-group fit?

6. Person - Occupation Fit • A match between the a person’s vocational interest with the occupation’s requirements • Vocational interest and Occupational environment can be both characterized by Holland’s 6-dimension typology • Examples • A social person works as a social worker • Outcomes

7. Supplementary Fit vs Complementary Fit • Supplementary fit occurs when a person has the ____ attributes as the current members • E.g. an ambitious person in an ambitious org • Complementary fit occurs when a person has those attributes that current members do ___ have • E.g. an innovative person in a conventional org • Outcomes?

8. Objective Fit vs. Subjective Fit • Objective fit • A match between a person’s attributes and the attributes of the gp, org, or occp • Subjective fit • A person’s subjective and holistic evaluation of the extent to which s/he fits with the gp, org, or occp • There is evidence that interviewers often are biased by subjective fit

9. The Attraction-Selection-Attrition (ASA) Theory • Attraction – a person being attracted to an org that has similar attributes as him • A woman wants to join an org that has more female employees • Selection – org selects people that have similar attributes as the org • The org wants to continue to hire females • Attrition – those who do not have the right attributes are eventually dispelled • Male employees become minority and eventually want to leave the organization because of minority status

10. Surface vs Deep Level Differences • People can be different on many dimensions • Surface-level: • Deep-level: • Outcomes? • Surface-level differences: discrimination, social exclusion, dissatisfaction • Deep-level differences: conflict, innovation

11. Implications for HRM • There are multiple types of fit • Hiring the people, not just for the job • Methods of assessments of fit • Managing those who do not fit • Fit is not necessarily good all the time • HRM’s role in facilitating ASA

12. Holland’s Person-Occupation Match Model

13. Holland’s personality-job matching model 1 • Realistic (R) people • like realistic career such as auto-mechanics, aircraft controllers, electricians & farmers • generally like to work with things • Investigative (I) people • like investigative career such as biologist, chemists, lab assistants & technicians • generally like to explore 2

14. Holland’s personality-job matching model • Artistic (A) people • like artistic career such as musicians, dancers, interior designers & writers • generally like to work with creative ideas • Social (S) people • like social career such as teachers, counselors, nurses & religious workers • generally like to be around people and help them 3 4

15. Holland’s personality-job matching model 5 • Enterprising (E) people • like enterprising career such as buyers, sports promoters, television producers, business executives & supervisors • generally like to • Conventional (C) people • like conventional career such as bankers, tax experts, secretaries, bookkeepers • generally likes to follow 6