Study On The Action Mechanism Of Person-organization Culture Fit On Employee Engagement

Employee engagement has get sustained attention from world’s leading journals of economicsand management and consulting companies because of having important prediction role toorganizational performance, profits and customer satisfaction and other output variables. Domesticand international consulting firms have found that Chinese enterprises employee engagement islower than the global average level. Some negative thoughts, such as utilitarian, impetuous andshort-term trends, are slowly eroding people’s spiritual world, the whole society appearsprofessionalism missing crisis. At present, China is in a critical period of social transition.Especially since18th CPC National Congress, people are facing the values remodeling, work andlifestyle adjustments and other issues. To the enterprise, how to motivate employees threw himselfinto work, win employee trust and loyalty are important issues, therefore, regardless of thebusiness or employees, in this critical period, research engagement is of great significance for bothsides to re-examine the work values and adjust management systems and ways of working.Engagement research boom caused by the consulting firm has attracted a growing number ofscholars to turn to the study of this field. At present, for engagement antecedent variables, moststudies focus on job factors and organizational factors, the study of individual factors is less.Employee engagement is a level of commitment to the cognitive, emotional and physical work.According to the behavioral sciences theory, psychology determines behavior, so employeeengagement level largely depends on staff’s mental state. Hewitt Associates proposedorganizational culture can influence the degree of engagement because that the fit of person andorganizational culture will affect the psychological state of the individual, thereby affecting theindividual engagement. Numerous studies showed that employees’ excellent psychological quality,good mental state, positive work attitude, and other psychological resources are important sourcesof tissue to produce high performance. Psychological capital theory has become a hot issue inrecent years. Therefore, the study summarizes the literature about engagement influence factorsand chooses the perspective of person-organizational culture fit and psychological capital to studytheses factors influence on employee engagement.Based on the detailed analysis of the existing literature, the study summarizes and refinescontent and structural dimensions of person-organizational culture fit, psychological capital andengagement and constructs a theoretical model about three variables. The model consists ofindependent variables (the three dimensions of the person-organizational culture fit, namelymental stimulation, interests’ protection and behavior support), the outcome variable (engagement) and mediating variables (psychological capital) and the corresponding path integral relationship.On the basis of theoretical discussion, some theories assume were proposed and proceed tested.Empirical studies of this research are mainly carried out in two stages. The first stage mainlyfinishes exploratory analysis and item analysis, reliability and validity analysis, and determines thefinal questionnaire. The second stage finishes the confirmatory analysis and tests theoreticalmodels and related assumptions using structural equation model. In this study, software SPSS16.0and AMOS7.0were used to analyze the data from304valid questionnaires. Conclusions are asfollows.First, the person-organizational culture fit contains three dimensions, namely spiritualmotivation, interest protection and job support. By confirmatory factor analysis, measurement ofthree latent variables of person-organizational culture fit showed good internal consistency,reliability is good, fit index of the model of are in an ideal range. From the overall point of view,factor model has good construct validity, convergent validity and discriminate validity. So,person-organizational culture fit is a multidimensional construct. In this study, the theories aboutthe content and structure dimensions of person-organizational culture fit were test. Theseconclusions enrich the relevant study.Second, person-organizational culture fit has significant positive impact on engagement. Thestudy constructs a model of three-dimensional perception of the degree of fit, namely spiritualmotivation, interests’ protection and job support, and three-dimensional of engagement degree,namely cognitive engagement, emotional engagement and behavior engagement. Results by theanalysis software dedicates that nine regression coefficients parameter was significant except the“job support-> cognitive engagement” and “spiritual motivation-> behavioral engagement”outside significantly. This study presents the nine research hypotheses, in addition to the action ofjob support on cognitive engagement and spiritual motivation on behavioral engagement, are notsignificant, the rest assumes have been verified. The study shows person-organizational culture fitwill affect employees’ attitudes to tasks a certain extent, namely, the higher the degree of fitbetween the two, employees are more likely to have a positive work attitude and behavior.Third, person-organizational culture fit has a positive effect on mental capital. The pathcoefficients of structural equation model in which independent variables contain spiritualmotivation, interest’s protection and job support, and dependent variables contain psychologicalcapital show that spiritual motivation, interest’s protection and job support have significantpositive impact on psychological capital. Fit indexes of the model are in an ideal range. Allassumptions about person-organizational culture fit and psychological capital are verified.Conclusions show protecting employee benefits and supporting employee behaviors contributes to develop staffs’ trust and hope to organization, promote their psychological capital level, andexhibit some positive behaviors that can contribute to the achievement of organizational goalsFourth, the employee psychological capital has a significant positive effect on engagement.The path coefficients of structural equation model in which independent variables containpsychological capital and dependent variables contain cognitive engagement; emotionalengagement and behavior engagement show that psychological capital has a significant positiveeffect on cognitive engagement, emotional engagement and behavioral engagement. Fit indexes ofthe model are in an ideal range. All assumptions about psychological capital and engagement areverified. The results indicate a high level of psychological capital employees at work, always ableto work with full enthusiasm to work, and dedicate to the emotional and behavioral role inpromoting professionalism conclusions.Fifth, the psychological capital plays different intermediary roles in the fit and employeeengagement. By comparing partial intermediary model and fully intermediary model, the role ofpsychological capital gets analyzed. The results show fully intermediary model is not established,partial intermediary model gets tested. Psychological capital plays a partial mediating role in therelationship between mental stimulation and interests’ protection and engagement in, plays a fullymediating role in the relationship between behavior support and engagement. This study suggeststhat the interaction process with organization and employees also is process in whichpsychological needs were met and devote their energies in tasks. When employees perceive thatthe organization recognized its value and importance, their emotional needs will get met, and theywill have a positive psychological state and positive behavior.By comparing to previous studies, innovations of this study are mainly in the following threeaspects. Firstly, this study selects person-organizational culture fit perspective to study thestructure of the organization’s fit. The current study mainly contains similarity fit andcompensatory fit. Similarity fit refers to that individuals and organizations have similarities interms of values, goals, norms. Compensatory fit refers to that organization can meet the needs ofemployee’s economic, relations and development, or employees have some knowledge, skills,experience what organization needs. This paper argues that previous research covers a widerperspective. Based on the social exchange theory, the individual and the organization can win onlywhen they can meet each others needs and benefits. So this study makes new definition to thecontent and structure of fit from a microscopic deeper perspective drawing conclusions ofprevious studies. Secondly, a main effects model about person-organizational culture fit andengagement was build and validate. The model reflects mechanism between the individual and theorganizational. This study mainly focuses on interaction of individual needs and organizational culture, analyzes deep-seated impact reasons of engagement, enriches the dedication antecedentvariables of engagement, and improves employee engagement in practice. Thirdly, the role ofpsychological capital between fit and engagement was analyzed in this study, the results showspsychological capital plays different role in the path of three dimensions of fit to engagement.Previous studies mainly focus on direct role model about fit and engagement, mediating variableswere not discussed. The study thinks psychological capital is an important mediating variablereflecting employee’s attitude and behavior, so built a theory model and proposed some theoreticalassumptions. The results can enrich related theory of engagement and provide some valuableguidance.