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Search Results (3)

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Keywords = person–group (PG) fit

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9 pages, 782 KiB  
Article
Interactive Effects of Person–Group Fit and Team-Member Exchange in Predicting Continuous Improvement
by Linyuan Zhang, Jee Young Seong and Doo-Seung Hong
Sustainability 2022, 14(24), 16567; https://doi.org/10.3390/su142416567 - 10 Dec 2022
Cited by 2 | Viewed by 1740
Abstract
This study presents a research model that describes how person–group (PG) fit affects continuous improvement (CI). Using the dyadic survey data from a public sector firm in Korea (N = 113), the study found that the relationships between PG fit and CI [...] Read more.
This study presents a research model that describes how person–group (PG) fit affects continuous improvement (CI). Using the dyadic survey data from a public sector firm in Korea (N = 113), the study found that the relationships between PG fit and CI are moderated by team boundary conditions such as team-member exchange (TMX). The results revealed that a high level of TMX induces the negative effect of value fit on CI, whereas it strengthens the positive impact of ability fit on CI. Implications for theory, research, and practice are discussed. Full article
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16 pages, 1325 KiB  
Article
Motivated to Share? Using the Person–Environment Fit Theory to Explain the Link between Public Service Motivation and Knowledge Sharing
by Jaeyong Lee, Myung H. Jin and Geunpil Ryu
Sustainability 2021, 13(11), 6286; https://doi.org/10.3390/su13116286 - 2 Jun 2021
Cited by 10 | Viewed by 4432
Abstract
Despite the growing evidence that public service motivation (PSM) is an important source of employee outcomes, there is still a dearth of empirical evidence on whether it stirs one’s willingness to share learned knowledge with other members of an organization. The authors explore [...] Read more.
Despite the growing evidence that public service motivation (PSM) is an important source of employee outcomes, there is still a dearth of empirical evidence on whether it stirs one’s willingness to share learned knowledge with other members of an organization. The authors explore the mediating role of workers’ perceived fit in a given setting as a causal mechanism through which PSM promotes knowledge-sharing indirectly. Findings based on the primary data of 1048 occupationally diverse employees working in 33 local governments in South Korea show that PSM has a positive impact on knowledge sharing, person–group (P–G) fit, and person–job (P–J) fit, and P–G fit and P–J fit plays a mediating role in improving knowledge sharing, respectively, while person–supervisor (P–S) fit does not. This study interprets these results as suggesting that P–S it should be considered independently from environmental factors in the public organization, as it is derived from the interrelationship between employees and supervisors that began in the hierarchy of the organization, and thus is difficult to be related to other factors. Based on literature review and empirical analysis, this study presents theoretical and policy implications. Full article
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15 pages, 604 KiB  
Article
Seeking Sustainable Development in Teams: Towards Improving Team Commitment through Person-Group Fit
by Sang Hun Sung, Jee Young Seong and Yong Geun Kim
Sustainability 2020, 12(15), 6033; https://doi.org/10.3390/su12156033 - 27 Jul 2020
Cited by 8 | Viewed by 3248
Abstract
This study explores the sustainability of work groups in the industry by enhancing team commitment via person-group fit and its boundary conditions. Specifically, we examine the relationship between person-group (PG fit) and team commitment, introducing person-organization (PO) fit and person-supervisor (PS) fit as [...] Read more.
This study explores the sustainability of work groups in the industry by enhancing team commitment via person-group fit and its boundary conditions. Specifically, we examine the relationship between person-group (PG fit) and team commitment, introducing person-organization (PO) fit and person-supervisor (PS) fit as moderators. Using data collected from a Korean company, this study reports that a three-way interaction between PG fit, PS fit, and PO fit predicts an employee’s commitment to their team. The results highlight that PS fit can compensate for PG fit when the level of PG fit is low by stimulating team members to commit to the work team. Likewise, PG fit also plays a compensatory role for inducing team commitment when confronting poor PS fit. The results reveal that as long as PG fit is high, PO fit is more important than PS fit in enhancing team commitment. However, when PG fit is low, high PS fit with low PO fit produces a higher level of commitment to the team than low PS fit with high PO fit. Full article
(This article belongs to the Section Sustainable Management)
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