This study extends leader-member exchange (LMX) research by meta-analyzing the role of national culture in moderating relationships between LMX and its correlates. Results based on 282 independent samples (N = 68,587) from 23 countries and controlling for extreme response style differences indicate that (a) relationships of LMX with organizational citizenship behavior, justice perceptions, job satisfaction, turnover intentions, and leader trust are stronger in horizontal-individualistic (e.g., Western) contexts than in vertical-collectivistic (e.g., Asian) contexts; and (b) national culture does not affect relationships of LMX with task performance, organizational commitment, and transformational leadership. These findings highlight that although members are universally sensitive to how their leaders treat them, members' responses in Asian contexts may also be influenced by collective interests and role-based obligations.

/pdf/leader-member-exchange-lmx-and-culture-a-meta-analysis-of-2aq9rk966p.pdf

Leader-member exchange (LMX) and culture: a meta-analysis of correlates of LMX across 23 countries.

In this cross-cultural meta-analysis, we examine the relationships between person-environment [P-E] fit and work attitudes (organizational commitment, job satisfaction, and intent to quit) as well as job performance based on 96 studies (110 independent samples) conducted in East Asia, Europe, and North America. We compare the results across cultures while focusing on 4 dimensions of P-E fit (person-job fit, person-organization fit, person-group fit, and person-supervisor fit) separately and jointly. Findings suggest that the effects of rational fit (person-organization and person-job fit) are (relatively) stronger in North America and, to a lesser extent, Europe than in East Asia. However, the effects of relational fit (person-group and person-supervisor fit) are (relatively) stronger in East Asia than in North America. This highlights that in collectivistic and high power distance (vs. individualistic and low power distance) cultures, relational (vs. rational) fit is more salient in influencing employees’ perceptions about their work environments. Results are less clear concerning job performance. What is common across cultures is that, regardless of which dimension of P-E fit is being considered, fit happens and high levels of fit lead to positive outcomes, confirming the universal relevance of fit phenomenon.

Fit Happens Globally: A Meta-Analytic Comparison of the Relationships of Person-Environment Fit Dimensions with Work Attitudes and Performance Across East Asia, Europe, and North America

In this cross-cultural meta-analysis, we examine the relationships between person�environment [P�E] fit and work attitudes (organizational commitment, job satisfaction, and intent to quit) as well as job performance based on 96 studies (110 independent samples) conducted in East Asia, Europe, and North America. We compare the results across cultures while focusing on 4 dimensions of P�E fit (person-job fit, person�organization fit, person�group fit, and person�supervisor fit) separately and jointly. Findings suggest that the effects of rational fit (person�organization and person�job fit) are (relatively) stronger in North America and, to a lesser extent, Europe than in East Asia. However, the effects of relational fit (person�group and person�supervisor fit) are (relatively) stronger in East Asia than in North America. This highlights that in collectivistic and high power distance (vs. individualistic and low power distance) cultures, relational (vs. rational) fit is more salient in influencing employees� perceptions about their work environments. Results are less clear concerning job performance. What is common across cultures is that, regardless of which dimension of P�E fit is being considered, fit happens and high levels of fit lead to positive outcomes, confirming the universal relevance of fit phenomenon.

Fit Happens Globally: A Meta-Analytic Comparison of the Relationships of Person–Environment Fit Dimensions with Work Attitudes and Performance Across East Asia, Europe, and North America

A Review of Cognitive Dissonance Theory in Management Research: Opportunities for Further Development

“I know I can, but I don't fit”: Perceived fit, self-efficacy, and entrepreneurial intention

Summary The present study simultaneously examined people’s perceptions of person–organization (PO) and person– supervisor (PS) fit and related these perceptions to employees’ commitments. Three-hundred-and-sixty employee–supervisor dyads from Taiwanese organizations reported about their PO fit and PS fit perceptions. In addition, supervisors reported about their perceptions of fit and guanxi with each of their employees. Results indicated that PO and PS fit perceptions both had an independent and additive relationship with organizational commitment. The link between employee PS fit perceptions and organizational commitment was mediated by commitment to the supervisor. Both employee and supervisor fit perceptions contributed to commitment to the supervisor through their influence on the quality of the leader-member exchange (LMX). Guanxi could not explain additional variance in LMX and supervisor commitment. Implications for theory and practices regarding person–environment fit, commitment, and LMX are discussed. The study findings offered suggestions for a new Theory of Multiple Fits. Copyright # 2010 John Wiley & Sons, Ltd.

/pdf/person-organization-and-person-supervisor-fits-employee-2j7uzwz9it.pdf

Person-organization and person-supervisor fits: Employee commitments in a Chinese context

This research identifies four challenges in the field of person–environment fit (PE fit): the multidimensionality of PE fit, the integration of fit theories, the simultaneous effects of the multiple dimensions, and the function of the dimensions. To address those challenges, we develop a theory-driven and systematically validated multidimensional instrument, the Perceived Person–Environment Fit Scale (PPEFS), consisting of four measures: the Person–Job Fit Scale (PJFS), the Person–Organisation Fit Scale (POFS), the Person–Group Fit Scale (PGFS), and the Person–Supervisor Fit Scale (PSFS). Data are collected from 532 employees and 122 managers for two independent studies with multiple rater sources and multiple time points. A series of validation analyses and hypothesis tests reveals that the PPEFS measures have good psychometric properties (i.e. reliability, convergent validity, discriminant validity, and criterion-related validity) and exhibit incremental validity above and beyond Cable and DeRue's (2002) fit measures. Furthermore, the measures are reflected by a superordinate (vs. aggregate) construct of PE fit. Overall, the four different types of fit significantly predict in-role behavior, job satisfaction, intent to quit, and organisational citizenship behavior (OCB), each explaining the greatest amount of variance in different outcomes. The PPEFS should prove useful in future research regarding PE fit.

/pdf/development-of-a-multidimensional-instrument-of-person-1cezjwzrsv.pdf

Development of a Multidimensional Instrument of Person–Environment Fit: The Perceived Person–Environment Fit Scale (PPEFS)

Detrimental Effects of Newcomer Person-Job Misfit on Actual Turnover and Performance: The Buffering Role of Multidimensional Person-Environment Fit

Drawing on social information processing theory, this study uses a multilevel design to integrate the literature on organizational justice with the literature on feedback-seeking behaviour. Results from a laboratory study with data involving 690 employees showed that individual-level interpersonal justice was related to employee negative feedback-seeking behaviour (NFSB) via the mediation of trust in the supervisor. Multilevel analysis of the follow-up field study with data involving 390 employees from 46 teams confirmed the findings of the laboratory study and indicated that team-level interpersonal justice was associated with NFSB through a supportive climate. Also, team-level supervisor support climate was positively related to individual-level trust in the supervisor. The paper discusses managerial implications of these findings and suggests directions for future research.

Chi Tai Shen

Papers

Person-organization and person-supervisor fits: Employee commitments in a Chinese context

Development of a Multidimensional Instrument of Person–Environment Fit: The Perceived Person–Environment Fit Scale (PPEFS)

Detrimental Effects of Newcomer Person-Job Misfit on Actual Turnover and Performance: The Buffering Role of Multidimensional Person-Environment Fit

A multilevel perspective on the relationship between interpersonal justice and negative feedback‐seeking behaviour

Leader-member relationship: The mediation and moderation effects of person-environment fit in a Chinese culture