Job satisfaction is higher and stress is lower when there is a good person-organization fit.
Two meta-analytic studies demonstrated that a good person-organization fit results in higher levels of job satisfaction and lower stress. In addition, trust and organizational commitment levels are higher.
Job Satisfaction: A pleasurable emotional state resulting from the appraisal of one’s job or job experiences. It represents how a person feels and thinks about his or her job.
When employees feel they fit with their organization's culture, they are much more likely to develop an emotional attachment to the company.
When employees feel they fit with their organization's culture, they are much more likely to develop an emotional attachment to the company.
Culture: The shared values, beliefs, motives, identities, and interpretations that result from common experiences of members of a society and are transmitted across generations.
Corinne is looking forward to starting her new job at Flash Forward, a social-networking platform. Everything she has read suggests the company promotes a healthy work/life balance and supports causes that are important to her, such as sustainability and combating climate change. Walking to her desk on her first day, she sees posters in the hallway outlining the company values of "people over profit" and "work to live, not live to work." She smiles because that is how she feels about things, too. After a week on the job she finds herself eager to get to work each day and tackle new challenges, something she has never felt about a job before. Her co-workers are friendly and supportive, the management team seems genuinely concerned about morale and job satisfaction, and she learns the company gives all employees one week off per year with pay to perform charitable work of their choosing. All this makes Corinne proud to be a Flash Forward employee. Corinne is experiencing a high degree of
- subculture.
- reality shock.
- person-organization fit.
- anticipatory socialization.
- basic underlying assumptions.
Person-organization fit is the degree to which a person's personality and values match the culture of an organization. Employees judge fit by thinking about the values they prioritize the most, then judging whether the organization shares those values.
Person-Organization Fit: The degree to which a person’s values and personality match the culture of the organization.
Ron works for Advanced Family Medical Systems, often known simply as AdFaMS, and has earned the nickname "Mr. AdFaMS" because of his dedication to the company. Ron says it is not hard to be dedicated to a company he believes in as much as AdFaMS. However, Ron is not perfect. Which of the following is most likely the problem with Ron?
- He lacks a general willingness to help others.
- He places a low level of trust in his managers.
- He has problems with excessive work-related stress.
- His emotional attachment to the company is minimal.
- His job performance is lower than that of most other employees.
Ron's experience at AdFaMS illustrates a high degree of person-organization fit, which, according to research, is strongly correlated with organizational commitment, trust, citizenship behaviors, and reduced stress. Yet research also shows that the effects of person-organization fit on job performance are weak. Therefore it is altogether plausible that, while being "Mr. AdFaMS," Ron is far from the best-performing employee the company has.
Job Performance: Employee behaviors that contribute either positively or negatively to the accomplishment of organizational goals.
________ is the degree to which an individual's personality and values match the culture of an organization.
- Reality shock
- Culture strength
- Communal culture
- Integration framework
- Person-organization fit
Person-organization fit is the degree to which a person's personality and values match the culture of an organization.
Person-Organization Fit: The degree to which a person’s values and personality match the culture of the organization.
Manufacturing and medical companies primarily desire to create a ________ culture.
- safety
- complex
- mercenary
- individualized
- customer service
It is not uncommon for manufacturing or medical companies to go through a string of accidents or injuries that potentially harm their employees. For these organizations, creating a safety culture is of paramount importance.
Culture: The shared values, beliefs, motives, identities, and interpretations that result from common experiences of members of a society and are transmitted across generations.
Which of the following culture types reduces treatment errors in medical settings?
- creativity culture
- service culture
- safety culture
- diversity culture
- communal culture
A positive safety culture has been shown to reduce accidents and increase safety-based citizenship behaviors. A safety culture also reduces treatment errors in medical settings.
Safety Culture: A specific culture type focused on the safety of employees.
________ is the process by which a junior-level employee develops a deep and long-lasting relationship with a more senior-level employee within the organization.
- Mentoring
- Promotion
- ASA framework
- Socialization
- Orientation
Mentoring is a process by which a junior-level employee (protégé) develops a deep and long-lasting relationship with a more senior-level employee (mentor) within the organization.
Mentoring: The process by which a junior-level employee develops a deep and long-lasting relationship with a more senior-level employee within the organization.
Ulrich finishes college with a degree in computer science. One of his favorite aspects of the discipline is that it is a fairly solitary endeavor. In school he got to work on projects by himself with little social interaction, and that is just how he likes it. After accepting a position as a programmer at VitalTech Resources, he is surprised to learn that he is required to s make a weekly progress report in front of the sales and marketing departments. The mere prospect makes him lightheaded and sweaty. He confesses his misgivings to his supervisor, who pairs him up with a more experienced programmer, Alison. She has been making these kinds of reports for years, and tells him not to worry. With Alison's help, Ulrich is able to feel more confident about making his presentation. He falters a few times during his first attempt, but Alison coaches him on ways to improve, and he is eventually able to confidently deliver a ten-minute report to a room full of thirty people. The arrangement between Alison and Ulrich is an example of
- mentoring.
- acclimation.
- diversity culture.
- newcomer orientation.
- a realistic job preview.
Mentoring is a process by which a junior-level employee (protégé) develops a deep and long-lasting relationship with a more senior-level employee (mentor) within the organization. The mentor can provide social knowledge, resources, and psychological support to the protégé both at the beginning of employment and as the protégé continues his or her career with the company.
Mentoring: The process by which a junior-level employee develops a deep and long-lasting relationship with a more senior-level employee within the organization.
Formal mentoring programs have always existed in companies, but their use is increasing.
Mentoring has always existed in companies on an informal basis. However, as organizations continue to learn about the strong benefits of these programs, they're more frequently instituting formal mentoring programs.
Mentoring: The process by which a junior-level employee develops a deep and long-lasting relationship with a more senior-level employee within the organization.
When the values of subcultures do not match those of the larger organization, the subcultures are known as fragmented cultures.
When the values of subcultures do not match those of the larger organization, the subcultures are called countercultures.
Fragmented Culture: An organizational culture type in which employees are distant and disconnected from one another.
Subcultures unite a smaller subset of the organization's employees.
In some cases, the culture of an organization is not really strong or weak. Instead, there might be subcultures that unite a smaller subset of the organization's employees.
Culture: The shared values, beliefs, motives, identities, and interpretations that result from common experiences of members of a society and are transmitted across generations.
________ exist(s) when the overall organizational culture is supplemented by another culture governing a more specific set of employees.
- Subcultures
- Socialization
- Fragmentation
- Service cultures
- Encounter stages
Subcultures exist when the overall organizational culture is supplemented by another culture governing a more specific set of employees. Subcultures are more likely to exist in large organizations than they are in small companies.
Subcultures: A culture created within a small subset of the organization’s employees.
Which of the following tactics is designed to encourage adaptation to the organization's culture?
- using no examples of what an employee is supposed to be like
- allowing newcomers to interact with current employees while they are being oriented
- allowing organizational membership regardless of whether or not any specific requirements have been met
- orienting new employees in a solitary setting to avoid overwhelming them with both new tasks and new people
- constantly reminding newcomers that they are now part of a group and that this new group helps define who they are
Constantly reminding newcomers that they are now part of a group and that this new group helps define who they are helps in encouraging adaptation to the organization's culture.
In which stage of socialization do employees adopt the goals and values of the organization, recognize what the organization has been through, and converse with others in the organization using technical language and specific terms that only insiders would comprehend?
- encounter
- attrition
- anticipatory
- understanding and adaptation
- selection
The final stage of socialization is one of understanding and adaptation. The employee has adopted the goals and values of the organization, understands what the organization has been through, and can converse with others in the organization using technical language and specific terms that only insiders would understand.
Understanding And Adaptation: The final stage of socialization, during which newcomers come to learn the content areas of socialization and internalize the norms and expected behaviors of the organization.
The three stages of socialization are
- anticipatory, encounter, and understanding and adaptation.
- assessment, understanding, and acceptance and adaptation.
- anticipatory, acceptance, and adaptation.
- learning, comprehending, and accepting.
- encountering, resisting, and accepting.
Socialization happens in three relatively distinct stages: the anticipatory stage, the encounter stage, and the understanding and adaptation stage.
Understanding And Adaptation: The final stage of socialization, during which newcomers come to learn the content areas of socialization and internalize the norms and expected behaviors of the organization.
Which of the following is the final stage of the socialization process?
- encounter
- attrition
- anticipatory
- understanding and adaptation
- selection
The final stage of socialization is one of understanding and adaptation. During this stage, newcomers come to learn the content areas of socialization and internalize the norms and expected behaviors of the organization.
Understanding And Adaptation: The final stage of socialization, during which newcomers come to learn the content areas of socialization and internalize the norms and expected behaviors of the organization.
During which stage of socialization do newcomers come to learn the content areas of socialization and internalize the norms and expected behaviors of the organization?
- encounter
- attrition
- anticipatory
- understanding and adaptation
- selection
The final stage of socialization is one of understanding and adaptation. During this stage, newcomers come to learn the content areas of socialization and internalize the norms and expected behaviors of the organization.