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Fit is defined as an employee's "perceived compatibility or comfort level" with the organization and surrounding environment. [1] Important components of fit between an employee and the organization include an individual's career goals, personal values, as well as more immediate job-specific factors such as job knowledge, demands, skills, and abilities.
For example, a worker who is more efficient working as an individual, rather than in a team, will have a higher P-O fit for a workplace that stresses individual tasks (such as accountancy). [1] By matching the right personality with the right job, company workers can achieve a better synergy and avoid pitfalls such as high turnover and low job ...
Person–organization fit (P–O fit) is the most widely studied area of person–environment fit, and is defined by Kristof (1996) as, "the compatibility between people and organizations that occurs when (a) at least one entity provides what the other needs, (b) they share similar fundamental characteristics, or (c) both". [10]
The stereotype fit hypothesis was developed by Heilman [7] in order to evaluate the current role of women in high-power positions in the workplace. [2] Since Heilman's initial research, many studies have been conducted to determine how women are affected by job positions which are considered to be more masculine.
Workplace creativity is defined as new, useful, and valuable services, ideas, processes, or products that were created by individuals in the workplace. [40] Creativity in the workplace has been linked to increased positive affect in employees. [41] Tavares found that creative workplaces lead to employees feeling that their work was meaningful.
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Job analysis (also known as work analysis [1]) is a family of procedures to identify the content of a job in terms of the activities it involves in addition to the attributes or requirements necessary to perform those activities. Job analysis provides information to organizations that helps them determine which employees are best fit for ...
These same workers also tend to be opposed to overhauling the system. As the study pointed out, they remain loyal to “intervention techniques that employ confrontation and coercion — techniques that contradict evidence-based practice.” Those with “a strong 12-step orientation” tended to hold research-supported approaches in low regard.