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Personality–job fit theory is a form of organizational psychology, that postulates that an individual's personality traits will reveal insight into their adaptability within an organization. The degree of confluence between a person and the organization is expressed as their Person-Organization (P-O) fit. [ 1 ]
Person–organization fit (P–O fit) is the most widely studied area of person–environment fit, and is defined by Kristof (1996) as, "the compatibility between people and organizations that occurs when (a) at least one entity provides what the other needs, (b) they share similar fundamental characteristics, or (c) both". [10]
Personality-job fit theory (based on the broader concept of person-environment fit) suggests that certain job environments are more suited to individuals with certain personality characteristics, and that hiring individuals who are the best "fit" will result in higher employee satisfaction, well-being and better job performance. In other words ...
It seems, however, that habitual commitment or inertial may also become relevant in many job settings. People get habituated to a job—the routine, the processes, the cognitive schemas associated with a job can make people develop a latent commitment to the job—just as it may occur in a consumption setting.
[3] [8] In 1951, Rogers introduced the concepts of client-based therapy and introduced related terms such as "student-centered teacher" and "significant learning". Maslow's hierarchy of needs model influenced the psychology of learning because it described how people needed to meet their basic physical, social, and mental needs before they ...
According to the Committee on Scientific Awards, Holland's "research shows that personalities seek out and flourish in career environments they fit and that jobs and career environments are classifiable by the personalities that flourish in them". [13] Holland also wrote of his theory that "the choice of a vocation is an expression of personality".
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A number of prominent models of job stress have been developed to explain the job stress process, including the person-environment (P-E) fit model, [67] which was developed by University of Michigan social psychologists, and the demand-control(-support) [68] and effort-reward imbalance models, [69] which were developed by sociologists.