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Person-job fit and proactive career behaviour: a dynamic approach

Published on Feb 15, 2019in European Journal of Work and Organizational Psychology 2.64
· DOI :10.1080/1359432X.2019.1580309
Hella Sylva1
Estimated H-index: 1
(UvA: University of Amsterdam),
Stefan T. Mol9
Estimated H-index: 9
(UvA: University of Amsterdam)
+ 1 AuthorsL. Dorenbosch6
Estimated H-index: 6
Abstract
ABSTRACTThis two-wave study among 637 employees explores how individuals’ perceived demands-abilities fit may change over time by virtue of career initiative (i.e., the proactive management of one’s career and professional development). Using a parallel growth model, we found that (between-person) career initiative was related to (between-person) perceived demands-abilities fit. In addition, increases in (within-person) career initiative over time were associated with increases in (within-person) perceived demands-abilities fit over time. The findings furthermore indicate that such improvements in perceived demands-abilities fit occur among those who change jobs as well as among those who stay in their current job. Comparing individuals who had switched jobs between wave 1 and wave 2 to those who had not, we found that turnover was i) preceded by lower levels of perceived demands-abilities fit; ii) accompanied by an increase in the level of career initiative; and iii) associated with greater improvement i...
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Published on Jun 1, 2018in Journal of Vocational Behavior 3.05
Piers Bayl-Smith5
Estimated H-index: 5
(Macquarie University),
Barbara Griffin20
Estimated H-index: 20
(Macquarie University)
Abstract In modern work environments characterized by change and uncertainty, work adjustment, consisting of adaptive and proactive behaviors, is identified as an important activity in achieving and/or maintaining person-environment (P-E) fit. Derived from the theory of work adjustment, we propose that work styles fit generates a boundary condition for the successful implementation of adjustment behaviors. With respect to enacting work behavior, work styles fit describes the level of corresponde...
2 Citations Source Cite
Published on Apr 19, 2018in Sa Journal of Industrial Psychology
Jos Akkermans10
Estimated H-index: 10
(VU: VU University Amsterdam),
Scott E. Seibert2
Estimated H-index: 2
(UO: University of Oregon),
Stefan T. Mol9
Estimated H-index: 9
(UvA: University of Amsterdam)
Orientation: This article addresses the interplay between individual agency and contextual factors in contemporary career development processes. In light of the prominence of the former in the contemporary scholarly debate, we present a case for a more comprehensive approach by heeding the latter as well. Research purpose: The main aim of this article was to provide a definition and conceptualisation of career shocks, as well as an agenda for future research on this topic. Motivation for the stu...
6 Citations Source Cite
Published on May 19, 2017in Academy of Management Journal 6.70
Elizabeth H. Follmer1
Estimated H-index: 1
(UMass: University of Massachusetts Amherst),
Danielle Talbot2
Estimated H-index: 2
(Coventry University)
+ 2 AuthorsJon Billsberry14
Estimated H-index: 14
(Deakin University)
Research has portrayed person–environment (PE) fit as a pleasant condition resulting from people being attracted to and selected into compatible work environments; yet, our study reveals that creating and maintaining a sense of fit frequently involves an effortful, dynamic set of strategies. We used a two-phase, qualitative design to allow employees to report how they become aware of and experience misfit, and what they do in response. To address these questions, we conducted interviews with 81 ...
10 Citations Source Cite
Published on Oct 1, 2016in Academy of Management Journal 6.70
Ryan M. Vogel5
Estimated H-index: 5
(PSU: Pennsylvania State University),
Jessica B. Rodell12
Estimated H-index: 12
(UGA: University of Georgia),
John W. Lynch3
Estimated H-index: 3
(UIC: University of Illinois at Chicago)
The work life of "misfits"--employees whose important values are incongruent with the values of their organization--represents an under-researched area of the person- environment fit literature. The unfortunate reality is that these individuals are likely to be disengaged and unproductive atwork. In this manuscript, we entertain the possibility that employees can protect themselves from this situation if they engage in alternative actions that supplement the fundamental needs that go unmet from ...
24 Citations Source Cite
Antje Schmitt12
Estimated H-index: 12
(University of Kassel),
Deanne N. Den Hartog44
Estimated H-index: 44
(UvA: University of Amsterdam),
Frank D. Belschak17
Estimated H-index: 17
(UvA: University of Amsterdam)
This study explores the role of work engagement as an affective–motivational mechanism through which transformational leadership may relate to proactive behaviour. In line with a resource-based approach (Hobfoll, 1989), we hypothesize that employees only invest resources provided through work engagement into proactivity when job strain is low. Under conditions of high job strain, work engagement is less likely to translate into proactive behaviours. In contrast, for core task-related job perform...
28 Citations Source Cite
Published on Jul 1, 2016in Organizational Dynamics 1.11
Sharon K. Parker41
Estimated H-index: 41
(UWA: University of Western Australia),
Jenny Liao6
Estimated H-index: 6
(UWA: University of Western Australia)
7 Citations Source Cite
Kang Yang Trevor Yu8
Estimated H-index: 8
(NTU: Nanyang Technological University),
Hunter Morgan Davis2
Estimated H-index: 2
(NTU: Nanyang Technological University)
This study investigates newcomer proactive behaviour through the lens of person–environment (PE) fit theory. Two competing theories of autonomy-based needs–supplies (NS) fit were hypothesized to impact both newcomer proactive behaviours and socialization outcomes. Results from two waves of data collected from organizational newcomers indicate support for a self-regulatory form of relationship, where individuals engaged in different types of proactive behaviours most often when organizational sup...
5 Citations Source Cite
Published on Jan 1, 2016in Human Relations 3.04
Corine Boon12
Estimated H-index: 12
(UvA: University of Amsterdam),
Michal Biron13
Estimated H-index: 13
(University of Haifa)
Person–environment fit has been found to have significant implications for employee attitudes and behaviors. Most research to date has approached person–environment fit as a static phenomenon, and without examining how different types of person–environment fit may affect each other. In particular, little is known about the conditions under which fit with one aspect of the environment influences another aspect, as well as subsequent behavior. To address this gap we examine the role of leader–memb...
20 Citations Source Cite
Published on Aug 1, 2015in Sociological Methods & Research 3.63
David A. Kenny69
Estimated H-index: 69
(UConn: University of Connecticut),
Burcu Kaniskan2
Estimated H-index: 2
,
D. Betsy McCoach34
Estimated H-index: 34
(UConn: University of Connecticut)
Given that the root mean square error of approximation (RMSEA) is currently one of the most popular measures of goodness-of-model fit within structural equation modeling (SEM), it is important to know how well the RMSEA performs in models with small degrees of freedom ( df ). Unfortunately, most previous work on the RMSEA and its confidence interval has focused on models with a large df . Building on the work of Chen et al. to examine the impact of small df on the RMSEA, we conducted a theoretic...
433 Citations Source Cite
Published on May 1, 2015in Journal of Management 8.08
Jee Young Seong3
Estimated H-index: 3
(UI: University of Iowa),
Amy L. Kristof-Brown16
Estimated H-index: 16
(UI: University of Iowa)
+ 2 AuthorsYuhyung Shin13
Estimated H-index: 13
(Hanyang University)
This article explores antecedents and outcomes of group-level person-group (PG) fit perceptions. Based on the categorization-elaboration model (CEM), the authors explain how social category (gender and age) and informational diversity (education and work experience) in work teams may elicit supplementary and complementary fit perceptions among team members. The authors then examine two mechanisms through which perceived fit might influence leader-rated group performance. Supplementary fit (simil...
42 Citations Source Cite
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