Abstract
IdenƟ fying employees who align well with the organizaƟ on, commonly referred to as person-or-ganizaƟ on fi t (P-O fi t), is considered crucial for maintaining a producƟ ve and engaged workforce (Kristof, 1996). Al-though research has made signifi cant progress in predicƟ ng important job outcomes through person-organizaƟ on fi t, there remains a lack of understanding regarding how employees experience this fi t (Kristof-brown et al., 2005; Verquer et al., 2003)person-organizaƟ on (PO. This study aimed to fi ll the exisƟ ng research gaps by invesƟ gaƟ ng the disƟ ncƟ on between two perspecƟ ves of person-organizaƟ on fi t, namely supplementary and complementary fi t across diff erent working sectors. Furthermore, the study explored the connecƟ on between these two types of person-organizaƟ on fi t and three dimensions of organizaƟ onal commitment. Lastly, the study evaluated how dif-ferent types of organizaƟ onal commitment infl uence employees' intenƟ ons to leave the organizaƟ on.The research methodology employed in this study uƟ lized a structured and validated quesƟ onnaire to measure person-organizaƟ on fi t, organizaƟ onal commitment, and turnover intenƟ on variables. Data for the survey was col-lected from a diverse group of 390 administraƟ ve employees working in diff erent public and private organizaƟ ons. The study employed quanƟ taƟ ve approaches to ensure a comprehensive understanding and produce more robust results. The fi ndings indicate that person-organizaƟ on fi t did not vary across diff erent working sectors. Supplemen-tary fi t demonstrated a posiƟ ve correlaƟ on with all three types of organizaƟ onal commitment, whereas comple-mentary fi t showed a posiƟ ve correlaƟ on only with aff ecƟ ve commitment. The turnover intenƟ ons were found to have a negaƟ ve correlaƟ on with each type of organizaƟ onal commitment.
Publisher
European University's Institute for the Research of Economic and Social Problems of Globalization