Person-Organization Fit

Kristof (1996) defined P-O fit as ‘the compatibility between people and organizations that occurs when (a) at least one entity provides what the other needs, or (b) they share similar fundamental characteristics or (c) both’. Taking this approach recognizes the distinction between supplementary and complementary fit. Supplementary fit occurs when a person has similar characteristics to other individuals, and complementary fit occurs when the individual and the situation meet each other’s needs.

In employee selection research, P-O fit can be conceptualized as the match between an applicant and broader organizational attribute (Judge & Ferris, 1992; Rynes & Gerhart, 1990). Researchers and practitioners contend that P-O fit is the key to maintaining the flexible and committed workforce that is necessary in a competitive business environment and a tight labor market (Bowen, Ledford & Nathan, 1991; Kristof, 1996). 

The application of P-O fit to recruitment and selection has emerged from Schneider’s (1987) attraction-selection-attrition (ASA) model. He proposed that attraction to, selection into, and remaining in an organization are all determined by the perceived similarity between the person and her/his work environment (i.e. P-O fit). Specifically, individuals estimate the match between their personality, attitudes and values and the organization’s values, goals, structures, processes, and culture (Schneider, Goldstein, & Smith, 1995).