Edited by Rosalind H. Searle and Denise Skinner
Chapter 6: Human Resource Management, Person–Environment Fit and Trust
6. Human resource management, person–environment fit and trust Corine Boon and Deanne N. Den Hartog INTRODUCTION A good match between employees and their work environment, also labeled ‘person–environment (PE) fit’, benefits both individual employees and the organizations that they work for (Bretz and Judge, 1994; Kristof, 1996; Kristof-Brown et al., 2005b) Research has shown that PE fit is associated with positive attitudes, behaviors and performance of employees, including trust (Kristof-Brown et al., 2005b). Different types of PE fit are distinguished. The most widely studied type of PE fit is the match between employees and the organizations they work in, person–organization (PO) fit, also labeled ‘value congruence’. Other types of PE fit that have been studied are the match between employees and their jobs (person–job (PJ) fit), their team or workgroup (person–group (PG) fit), and their supervisor (person–supervisor (PS) fit) (ibid.). Researchers have suggested that high value congruence, which implies a strong culture and shared values among employees, relates to higher levels of employee trust. The social identity literature, for example, shows that positive beliefs associated with group membership influence trust and cooperation (Williams, 2001). Also, the strong culture that results from high value congruence creates a sense of corporate community, which enhances trust (Zeffane and Connell, 2003). Of the different types and degrees of trust that are distinguished, relationship and identificationbased forms seem particularly closely linked to PE fit, for example, as identification-based trust is ‘such that both parties assume a common identity, and...
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