Person-Job Fit

P-J fit is conceptualized as the match between individual knowledge, skills, and abilities (KSA) and demands of the job or the needs/desires of an individual and what is provided by the job (Edwards, 1991; O’Reilly, Chatman, & Caldwell, 1991). According to the literature on realistic job previews (RJP; Wanous, 1977, 1980, 1992), accurate and realistic job information enables applicants to assess the degree of congruence between their KSA and the job requirements (i.e. P-J fit; Breaugh, 1992; Breaugh & Starke, 2000; Wanous, 1977, 1980, 1992). Applicants who perceive a fit between their KSA and the job requirements are probable to remain in the selection process and accept a job offer. RJP research has shown that accurate and realistic job information during recruitment and selection is associated with positive work outcomes (e.g. low attrition from recruitment process, high job satisfaction, low voluntary turnover, high work performance; Meglino, Ravlin, & deNisi, 2000; Phillips, 1998). However, these studies provide an indirect test of the P-J fit hypothesis, as it is assumed that RJPs enable the individual to assess the extent of P-J fit prior to job choice. 

The concept of person-job fit is the traditional foundation for employee selection (Werbel & Gilliland, 1999). The primary concern in employee selection has been with finding those applicants who have the skills and abilities necessary to do the job. Traditionally, P-J fit is assessed by determining the demand of the job through a job analysis, which identifies the essential job tasks that an incumbent performs, and the requisite skills, knowledge, and abilities to perform the job tasks. From its simple inception evolving out of scientific management  (Taylor, 1911) , the process of determining P-J fit increasingly gained sophistication with identification of both statistically reliable and valid processes that can be used to determine P-J fit. Assessment of P-J fit also achieved legal support with the development of Uniform Guidelines (1978) on employee selection procedure (Werbel & Gulliland, 1999).