Research on person-environment (PE) fit is a challenging undertaking, in part because of the complexities introduced by the measurement, conceptualization, multi-dimensionality, and dynamic nature of this construct. Early fit researchers called for further investigation of which dimensions of fit are most important to measure (from a recruitment perspective) in order to adequately capture the complete construct domain (Bretz, Rynes, & Gerhart, 1993). Yet aside from one notable exception (Billsberry, Marsh, & Moss-Jones, 2004), this issue has remained largely uninvestigated in both recruitment and post-hire settings. Importantly, the complexities of defining and measuring the PE fit construct may contribute to the observed variability of estimates of the relationships of PE fit with organizational outcome variables (Arthur, Bell, Villado, & Doverspike, 2006; Hoffman & Woehr, 2006; Kristof-Brown, Zimmerman, & Johnson, 2005; Verquer, Beehr, & Wagner, 2003).
The current study investigated the dimensionality of person-organization (PO) fit using a mixed-methods approach (i.e., quantitative and qualitative data collection and analysis) with a sample of employees (N = 120) from a large, international organization. Data were collected via self-report surveys. The resulting qualitative coding schemes for employee responses to open-ended questions about the nature of fit were complex, though some dimensions were consistently salient to participants (for example, relationships with others, experiencing a connection and alignment with one’s work, and characteristics of the organizational environment). Additionally, both the qualitative and quantitative results show support for considering subjective fit as a single, multi-dimensional construct, defined in terms of fit with different environmental targets (i.e., organization, work team, manager, and job). The quantitative results additionally: (a) replicated previously observed significant relationships of PE fit with job satisfaction, commitment, and turnover intentions, (b) provided support for the existence of relationships of PE fit with both job and organization engagement, (c) found a significant relationship of PE fit with an organizational performance variable, and (d) supported the existence of individual perceptions of the overall importance of fit as a moderating variable in the relationships of rated fit with several organizationally-relevant outcomes. Specifically, when employees attributed more importance to PE fit, its relationships with outcomes were stronger. Finally, the application of a cognitive information-processing framework to fit research was considered. Contributions, limitations, and future research ideas are discussed.