In the last decade, the person-organization fit (P-O fit) has been considerably addressed in both academic studies and organizations’ practice (e.g., Chatman 1989; Morley 2007; van Vuuren, Veldkamp, de Jong & Seydel 2007). Several studies showed that an high correspondence between an organization’s culture profile and its employees’ values yields several benefits in terms of job satisfaction (Meglino, Ravlin & Adkins 1989), commitment (Kristof-Brown, Zimmerman & Johnson 2005; O’Reilly et al. 1991), job performance (Meglino et al 1989; O’Reilly et al. 1991; Lauver e Kristof-Brown 2001), and turnover (van Vuuren et al. 2007; O’Reilly et al. 1991). Moreover, some studies underlined that P-O fit increases anorganization’s attractiveness on job appliers (e.g. Judge & Cable 1997; Turban, Lau, Ngo, Chow & Si 2001), and it stimulates the organization’s intention to hire (Kristof-Brown et al. 2005).Consistently, the alignment of values between an individual and an organization has become one of the most important selection criteria in the hiring processes (Adkins, Russel & Werbel 1994) and it has lately inspired the most innovative employer branding practices (Berthon, Ewing & Hah 2005; Moroko & Uncles 2008).These practices seem to be aimed at evaluating the P-O fit beginning with communication to the labour market, in order to attract only applicants who have personal features consistent with the organizational culture (Ahlrichs 2000; Ashby e Pell 2001; Erickson e Gratton 2007). However, there is a lack in the literature on P-O fit of studies that address the issue of whether and how P-O fit is pursued in the preliminary phases of the recruitment process. Therefore, this paper aims to fill this gap trying to answer to the following explorative questions: which values do organizations state on their official websites when they describe themselves to potential applicants? Which values do they claim to pursue in hiring processes and in theirHRM policies? Is there a consistency between these two sets of values?In order to answer these research questions, we analyzed how companies communicate their organizational and HRM values in their websites. This choice is in line with the recent increased usage of organizations’ corporate website as one of the most important employer branding and recruitment tool (Cappelli 2001; Williamson, King, Lepak & Sarma 2010). The websites are indeed used by companies to advertise job opportunities and collect applications as well as to communicate the core values of the organization (in the section “About us”) and the values pursued in hiring processes and in the HRM policies (in the section “Job and careers”). Thus, our paper presents the main findings of an investigation on the “About us” and “Job and careers” sections of 64 companies’ websites included in the ‘Best Place to work for Italia’ lists from 2006 and 2010.The paper is divided into the following sections: section 2 shows the literature background, section 3 explains the methodology and reports the main results of the content analysis using the software T-Lab, andthe last section outlines some conclusions and suggests some future research lines.
|Data di pubblicazione:||2011|
|Titolo:||The P-O fit in the web-site recruiting. An explorative analysis|
|Autore/i:||A. Scapolan; F. Montanari|
|Nome del convegno:||XII Workshop dei Docenti e Ricercatori di Organizzazione Aziendale: Generazione e ri-generazioni nei processi organizzativi|
|Luogo del convegno:||Napoli|
|Data del convegno:||16-17-18 giugno 2011|
|Citazione:||The P-O fit in the web-site recruiting. An explorative analysis / A. Scapolan; F. Montanari. - ELETTRONICO. - (2011), pp. 1-26. ((Intervento presentato al convegno XII Workshop dei Docenti e Ricercatori di Organizzazione Aziendale: Generazione e ri-generazioni nei processi organizzativi tenutosi a Napoli nel 16-17-18 giugno 2011.|
|Tipologia||Relazione in Atti di Convegno|
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