The Mediating Role of Psychological Empowerment on the Relationships between P–O Fit, Job Satisfaction, and In-role Performance
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The direct relationships between person–organization fit (P–O fit) and multiple individual-level outcomes such as job satisfaction and in-role performance have been heavily studied in the extant literature; potential mediators of these relationships have been studied much less frequently. Consequently, a complete picture of the psychology surrounding P–O fit is missing. This research aims to begin to fill this gap in the literature.
A sample of university faculty and staff with supervisor-rated performance feedback is used to examine the potential mediating role of psychological empowerment on these established relationships.
Results from this sample indicate that psychological empowerment mediates the relationship between P–O fit and in-role performance, as well as between P–O fit and job satisfaction.
These results imply that an individual’s perceived fit in their organization impacts their perceptions of management practices which, in turn, influences important behaviors and attitudes toward work.
Study findings begin to explain how P–O fit impacts employee attitudes and behaviors. Specifically, we find that individual cognitions regarding impact and self-determination appear to be two factors that explain the relationship between P–O fit and job satisfaction as well as the relationship between P–O fit and in-role performance.
KeywordsP–O fit Psychological empowerment Supervisor-rated in-role performance Job satisfaction Mediation model
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