Infrastructure tools to support an effective radiation oncology learning health system
Personality–job fit theory is a form of organizational psychology, that postulates that an individual's personality traits will reveal insight into their adaptability within an organization. The degree of confluence between a person and the organization is expressed as their Person-Organization (P-O) fit.[1] This is also referred to as a person–environment fit.[2][3][4] A common measure of the P-O fit is workplace efficacy - the rate at which workers are able to complete tasks. These tasks are affected by environmental factors within the workplace. 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 satisfaction. Employees are more likely to stay committed to organizations if the fit is 'good'.
In practice, P-O fit would be used to gauge integration with organizational competencies. The individual is assessed on these competencies, which reveals efficacy, motivation, influence, and co-worker respect. Competencies can be assessed in assessment centres using various tools such as psychological tests and competency-based interviews.
If an individual displays a high P-O fit, we can say that they would most likely be able to adjust to the company environment and work culture, and perform at an optimum level.
See also
- Aptitude
- Cognitive ergonomics, the design of tasks, jobs, products, environments, and systems to better interact with the cognitive abilities of humans
- Onboarding
- Person-environment fit
- Social influence
- Trait activation theory
Notes
- ^ a b Anderson, C, Flynn, F, Spataro, S (2008). Personality and Organizational Culture as Determinants of Influence. Journal of Applied Psychology, 53 (3)
- ^ McMichael, A. J. 1978. Personality, behavioral, and situational modifiers of work stressors. In Cooper, C. L., & Payne, R. (Eds.). Stress at work. New York: Wiley.
- ^ Carroll, J. F. X., & White, W. L. 1982. Theory building: Integrating individual and environmental factors within an ecological framework. In Paine, W. S. (Ed.). Job stress and burnout. Beverly Hills: Sage.
- ^ Cable, D. M., & Parsons, C. K. 2001. Socialization tactics and person–organization fit. Personnel Psychology, 54(1): 1–23, Spring.
