Matching Personality and Organizational Culture: Effects of Recruitment Strategy and the Five-Factor Model on Subjective Person-Organization Fit

William L. Gardner, Brian J. Reithel, Claudia C. Cogliser, Fred O. Walumbwa, Richard T. Foley

Research output: Contribution to journalArticle

26 Scopus citations

Abstract

If the "people make the place," what kinds of people (personalities) fit into what kinds of places (organizations), and how might the recruitment messages of the organization facilitate a better fit? The authors explored the extent to which recruitment strategy (realistic vs. traditional) and the Five-Factor model of personality (FFM) were related to subjective person-organization fit (P-O fit) with the four organizational cultures encompassed by Cameron and Quinn's Competing Values model (CVM). Contrary to expectations, recruitment strategy did not have an effect on subjective P-O fit. Consistent with our hypotheses, (a) more agreeable and extraverted perceived greater fit with the clan culture, (b) more conscientious and less open persons perceived a better fit with a hierarchy culture, (c) less agreeable persons perceived a better fit with a market culture, and (d) persons who scored higher on openness perceived a better fit with an adhocracy culture.

Original languageEnglish
Pages (from-to)585-622
Number of pages38
JournalManagement Communication Quarterly
Volume26
Issue number4
DOIs
StatePublished - Nov 1 2012

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Keywords

  • Five-Factor model of personality
  • competing values
  • organizational culture
  • person-organization fit
  • realistic job preview

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