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The idea that bring in
this article is talking about culture may be an important factor in determining
how well an individual fits an organizational context (e.g., Kilmann, Saxton,
& Serpa, 1986; Schein, 1985). The purpose of this research was to examine
person-culture fit and its implications for work attitudes and behavior.
In theoretical
background part, they talking the theoretical and latest research about person-situation
fit, person-culture fit, and the assessment of person-culture fit. Organizations
attempt to select recruits who are likely to share their values. In
explanation, they said Just as research has shown that similar backgrounds, attitudes,
and experience can increase liking between individuals (Tsui & O'Reilly,
1989), it may be that organizations that manifest and reward characteristic
outcomes and behaviors will be more or less attractive to different types of
people. Values provide the starting
point, with the joint processes of selection and socialization acting as
complementary means to insure person-organization fit (Chatman, 1988). Thus,
congruency between an individual's values and those of an organization may be
at the crux of person-culture fit.
To measure person-culture fit, the researcher use
considerations from pervious researchs and found the general research question examined here was the following: To what
extent is person-culture fit asso-ciated with individual commitment,
satisfaction, and longevity with an or-ganization (Holland, 1985; Meir &
Hasson, 1982; Mount & Muchinsky, 1978)?. They expected to find that high
levels of person-culture fit would be positively associated with those outcomes.
And Addressing that question required two types of analyses. First, we needed
to demonstrate that preferences individuals have for organizational cultures
are comparable to cultures that exist. Second, the relationship be-tween
individual preferences and organizational culture needed to be as-sessed across
a broad range of values. Therefore, we tested our general research question by
developing a method of assessing culture based on the extant values of
organizations and measuring person-culture fit through a semi-idiographic
technique based on the profile comparison process (Cald-well & O'Reilly,
1990; O'Reilly et al., 1990).
Talking about methods,
they investigate person-culture
fit with developed an instrument that called the Organizational Culture Profile
(OCP). This instrument contains a set of value statements that can be used to
idiographically assess both the extent to which certain values characterize a
target organization and an individual's preference for that particular
configuration of values. Person-culture fit can be calculated by correlating
the profile of organizational values with the profile of the individual's
preferences. In a set of related investigations using multiple sets of
respondents, they explored the characteristics of the OCP and demonstrated its
ability to assess both organizations and people. In addition, they explored the
relationship between preferences for organizational values and individual
personality variables. Finally, they used the OCP to assess person-culture fit
and test for the relationship between fit and work-related outcomes. They have
4 step to solve this problem with general hypothesis is that
person-organization fit is related to work outcomes.
Step 1 -Describing organizational values.
Step 2-Assessing characteristics of firms.
Step 3-Assessing individual preferences.
The question like, “How important is it for this
characteristic to be a part of the organization you work for?" The answers
ranged from "most desirable" to "most undesirable.
Step 4-Calculating the person-organization fit score.
They calculated a person-organization fit score for
each individual by correlating the individ-ual preference profile with the
profile of the firm for which the person worked.
After do the measurement, they got the result. The result is individual
variations in preferences for different organizational cultures are associated
with interpretable differences in personality charac-teristics. one general
hypothesis might be that organization's cultures tend to be similar when the
organizations are in relatively homogeneous industries and thus have similar
sizes, structures, levels of technological maturity, personnel configurations,
regulatory demands, and orientations. Conversely, the cultures of firms in
heterogeneous industries may be less similar. They also found that Measures of
person-organization fit at time 1 were significantly related to individual
commitment and satisfaction approximately 12 months later. Interestingly,
person-culture fit is related to normative, value-based commitment but not to
instrumental, compliance-based commitment.
The results of this study can contribute to future research in a number
of ways. First, as organizational researchers continue to debate the importance
of congruence between individuals and situations, these results demonstrate
that a widely used tool for assessing personality can be adapted to provide
comparable measures of persons and situations. Second, and more substantive,
this research provides an empirically based definition of the pattern of values
that define organizational culture. Third, and per-haps of greatest importance,
these results demonstrate that the fit between an individual's preference for a
particular culture and the culture of the organization the person joins is
related to commitment, satisfaction, and turnover. This study and others like
it can help clarify both the nature of organ-izational culture and the impact
of cultures on individuals...........................................................................................................................................................
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