The relationship between perceptions of HR practices and employee outcomes: Examining the role of person–organisation and person–job fit
Abstract
Human resource management (HRM) practices can play an important role in matching people with the organisations and the jobs they work in. However, little is known about how employees perceive and interpret HR practices and whether or how these perceptions relate to perceptions of person–organisation (P–O) and person–job (P–J) fit. This study aims to bridge strategic HRM and person–environment fit literature by examining possible mediating and moderating roles of P–O and P–J fit in the relationship between employee perceptions of a broad set of HR practices and employee attitudes and behaviours. Results from a sample of 412 employees support direct relationships as well as a mediating and moderating role of P–O and P–J fit in the relationship between perceived HR practices and employee outcomes.
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The fit between the investment and individual characteristics determines the effectiveness of a specific set of practices.
“ultimately it is the fit between this investment and the individual characteristics that determines the effectiveness of a specific set of practices [24].”
From The Temporary Agency Worker’s Motivation Profile Analysis (2021) · cites this paper as [24]
Cites
Psychological Contracts in Organizations: Understanding Written and Unwritten Agreements
Rousseau, D. (1995) · doi:10.4135/9781452231594 · Cited by 3,453 · see citing works
Understanding HRM–Firm Performance Linkages: The Role of the “Strength” of the HRM System
Bowen, D. E., & Ostroff, C. (2004) · Academy of Management Review · doi:10.5465/amr.2004.12736076 · Cited by 2,996 · cited 3× · see citing works
“unintended ways, and messages can be understood idiosyncratically, whereby two employees interpret the same practices differently’ (Bowen and Ostroff 2004, p. 206). Similarly, Wright and Nishii’s (2007) model proposes that the effects of HR practices on employee attitudes and behaviours occur via employee perceptions…”
BackgroundResultInfluentialMacKenzie, S. B., Podsakoff, P. M., & Fetter, R. (1991) · Organizational Behavior and Human Decision Processes · doi:10.1016/0749-5978(91)90037-t · Cited by 807 · see citing works
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Goswami, M., Jain, S., Alam, T., Deifalla, A. F., Ragab, A. E., & Khargotra, R. (2023) · Frontiers in Pharmacology · doi:10.3389/fphar.2023.1215706 · Cited by 33 · see citing works
The Temporary Agency Worker’s Motivation Profile Analysis
Sobral, F., Chambel, M. J., & Castanheira, F. (2021) · International Journal of Environmental Research and Public Health · doi:10.3390/ijerph18136779 · Cited by 2 · see citing works
“The effect of actual HRP resides mostly in the perceptions they cause to the employee [23], and ultimately it is the fit between this investment and the individual characteristics that determines the effectiveness of a specific set of practices [24].”
Background
- Authors
- Boon, C., Den Hartog, D. N., Boselie, P., & Paauwe, J.
- Affiliations
- University of Amsterdam (NL)
- Utrecht University (NL)
- Tilburg University (NL)
- Corresponding author
- Boon, Corine
- Venue
- The International Journal of Human Resource Management
- Publisher
- Informa UK Limited
- Published
- 2011-01
- Volume
- 22
- Issue
- 1
- Pages
- 138-162
- ISSN
- 0958-5192 (ISSN-L)
- 1466-4399
- OpenAlex
- W2020701663
- Cited by
- 463
- References
- 3
- Citations by year
- 2026: 12 · 2025: 28 · 2024: 39 · 2023: 34 · 2022: 42 · 2021: 48 · 2020: 40 · 2019: 43 · 2018: 33 · 2017: 31 · 2016: 27 · 2015: 25 · 2014: 24 · 2013: 20 · 2012: 14
- FWCI
- 35.26
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- The International Journal of Human Resource Management (publishedVersion)
- Research portal (Tilburg University) (publishedVersion)
- UvA-DARE (University of Amsterdam) (publishedVersion)
- Data Archiving and Networked Services (DANS) (submittedVersion)
- EUR Research Repository (Erasmus University Rotterdam) (submittedVersion)
- Adelaide Research & Scholarship (AR&S) (University of Adelaide) (submittedVersion)
- Utrecht University Repository (Utrecht University) (submittedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employer Branding and e-HRM
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Human Resource and Talent Management
- Keywords
- person-organization fit, person-job fit, employee perceptions, employee attitudes, employee behavior, strategic human resource management, person-environment fit, mediating effect, moderating effect
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