Contingency Management Model Of P-O Fit Based On The Development Of Employee's Career And The Development Of Organization

Being enlightened by iceberg theory, dynamic fit theory and contingency management theory, this dissertation focused on two important P-0 fit model, person-value fit and demand-ability fit, carried out a theoretical and empirical study on two levels' questions to build a contingency management model of P-0 fit.Research 1 is about the cause of person-value fit and demand-ability fit. In this part, the character of manage object was differentiated by the development of their career, and the character of manage environment was differentiated by the development of organization. Then, the contingency effect of the development of employee's career and the development of organization can be discussed. A complex index of position and marketability was adopted to assess the development of employee's career, and the strength of corporate culture was adopted to assess the development of organization. Furthermore, a method of paired comparison was taken to avoid the research error such as social desirability and common method bias.Research 2 is about the effect of person-value fit and demand-ability fit. In this part, job satisfaction and turnover intention were chosen as criteria to explore the effect and interaction of person-value fit and demand-ability fit.Based on 503 subjects of pre-test, 780 subjects of research 1 and 747 subjects of research 2, statistical analysis was carried out to verify the hypotheses, using LISREL 8.3 and SPSS 11.5. The main conclusion as followed:(1) Our employees in the mass attached more importance to demand-ability fit. Employees with high level of career development, attached more importance to person-value fit, and employees with low level of career development, attached more importance to demand-ability fit. In the organization with high level of development, employees attached more importance to person-value fit, and in the organization with low level of development, employees attached more importance to demand-ability fit. Although employees attached more importance to demand-ability fit in all kind of demographic condition, the individuals who are more than 40, serve more than 10 years, and engage in technique, attached significant more importance to demand-ability fit.(2) Our employees in the mass had a high level of demand-ability fit and a low level of person-value fit. Both two types of fit has positive effect on job satisfaction, has negative effect on turnover intention. Because both job satisfaction and turnover intention are attitudinal criteria, person-value fit has stronger relationship with them. But there should be a different pattern of relationship for other outcomes. Especially for nonattitudinal criteria, demand-ability fit may have more powerful effect. Furthermore, person-value fit demonstrated a two-way interaction with demand-ability fit when predicted employees' turnover intention.(3) According to the conclusion of research 1, this dissertation build a 'contingency management model of P-O fit based on the development of employee's career and the development of organization': For the employee has a high level of career development or in a organization with high level of development, a strategy of managing his (or her ) person-value fit should be executed; for the employee has a low level of career development or in a organization with low level of development, a strategy of managing his (or her ) demand-ability fit should be executed. Also, the conclusion about interaction effect in research 2 can reinforce the contingency model mentioned above: after we have confirmed which fit should be managed, the effect of management will be strengthened if another fit can also be cared.Finally, this dissertation pointed out the research shortcoming, further research filed, and the main suggestions on management.