The fit between an employee's characteristics and the organization’s environment is important for the organization and its employee’s productivity. The concept of "person-environment fit" emphasizes that an individual's characteristics affect their environment and that the environment affects the individual. Employees’ motivation, commitment, mental health, and physical health depend on how well they can adapt to their environment. A good fit can improve an individual's ability to work, whereas a poor fit can lead to negative consequences such as stress, fatigue, and boredom. Person-environment fit is composed of two types: (i) needs-supply fit: which measures how effectively employees' needs and wants are met in their environment; and (ii) demands-abilities fit: It describes the fit between employees' qualifications, knowledge, skills, and abilities and job requirements. Leadership plays an important role in achieving an optimal fit between employees and their environments.
Leaders act in morally commendable ways to guide the attitudes and behaviors of their employees and prioritize their well-being to increase productivity. Leaders who promote the professional and personal growth of their employees provide a better "fit between employee and environment." Leaders know that various organizational practices (e.g., staffing, compensation, training, and development) play an important role in promoting different types of person-environment, person-job (P-J), person-group (P-G), and person-organization (P-O) fit).
We also welcome articles on the following topics:
• Person-job (P-J) (mis)fit
• Person-group (P-G) (mis)fit
• Person-organization (P-O) (mis)fit.
• Antecedents of person-environment (mis)fit in the Workplace
• The person-environment (mis)fit approach towards employee attitudes, behavior, performance, and overall mental and physical health
• The person-environment (mis)fit approach to stress and solutions
• Compatibility of employees' KSAs (knowledge, abilities, and skills), interests, and needs with the job requirements and specifications and the availability of resources needed for the job
• Role of leaders to provide employees best work environment
• Employees' personalities and Work Environments
• HRM practices (selection, training, job design, participation, teamwork, work-life balance, rewards, etc.) and person-environment (mis)fit
• Employment security, work-life balance, and person-environment (mis)fit
• Employee’s Needs-Supplies and Demands-Abilities Fit
We invite both conceptual and empirical research as well as systematic literature reviews on the above topics. And we are particularly interested in research that combines multiple theoretical backgrounds, theory development, and methodological approaches
The fit between an employee's characteristics and the organization’s environment is important for the organization and its employee’s productivity. The concept of "person-environment fit" emphasizes that an individual's characteristics affect their environment and that the environment affects the individual. Employees’ motivation, commitment, mental health, and physical health depend on how well they can adapt to their environment. A good fit can improve an individual's ability to work, whereas a poor fit can lead to negative consequences such as stress, fatigue, and boredom. Person-environment fit is composed of two types: (i) needs-supply fit: which measures how effectively employees' needs and wants are met in their environment; and (ii) demands-abilities fit: It describes the fit between employees' qualifications, knowledge, skills, and abilities and job requirements. Leadership plays an important role in achieving an optimal fit between employees and their environments.
Leaders act in morally commendable ways to guide the attitudes and behaviors of their employees and prioritize their well-being to increase productivity. Leaders who promote the professional and personal growth of their employees provide a better "fit between employee and environment." Leaders know that various organizational practices (e.g., staffing, compensation, training, and development) play an important role in promoting different types of person-environment, person-job (P-J), person-group (P-G), and person-organization (P-O) fit).
We also welcome articles on the following topics:
• Person-job (P-J) (mis)fit
• Person-group (P-G) (mis)fit
• Person-organization (P-O) (mis)fit.
• Antecedents of person-environment (mis)fit in the Workplace
• The person-environment (mis)fit approach towards employee attitudes, behavior, performance, and overall mental and physical health
• The person-environment (mis)fit approach to stress and solutions
• Compatibility of employees' KSAs (knowledge, abilities, and skills), interests, and needs with the job requirements and specifications and the availability of resources needed for the job
• Role of leaders to provide employees best work environment
• Employees' personalities and Work Environments
• HRM practices (selection, training, job design, participation, teamwork, work-life balance, rewards, etc.) and person-environment (mis)fit
• Employment security, work-life balance, and person-environment (mis)fit
• Employee’s Needs-Supplies and Demands-Abilities Fit
We invite both conceptual and empirical research as well as systematic literature reviews on the above topics. And we are particularly interested in research that combines multiple theoretical backgrounds, theory development, and methodological approaches
