According to Interactional Psychology, ‘behavior is caused by continuous interaction between a person and the environment’. Terborg (1981) and Lewin (1938) were of the opinion that ‘behavior is a function of the person and the environment. The total psychological field includes the influence of the social environment based on the person’s subjective experience.’ (Fiske & Taylor, 1991). Needs-Press theory supports the assumptions of Interactional Psychology and the value of measuring subjective experiences of reality. The theory is of the opinion, ‘needs of the individual and his goals are the determinant of their behavior and the individual’s perceptions of the environment are capable of satisfying those needs or meeting those goals.'(Murray, 1981; Pervin, 1968, 1989).
In relation to the organization’s behavior, PO fit is of utmost consideration for organizations. The reason is simple. Good PO fit shows good situations at work as perceived by employee and it has been related to good human resource practices as well as work attitudes and behavior (Resick, Baltes, & Shantz, 2007). So we can say that good fit will have a positive effect on employee work attitude.
‘There are three Components to PO fit; the parallels between employees’ personalities and the characteristics of the organization, the compatibility of goals between employees and the organization, and the consistency between employees’ values and the organizational culture’ (Kristof-Brown et al. 2005). In PO fit the the emphasis is on compatibility between employees and organizations..According to Kristof-Brown,
there are two types of compatibility: supplementary and complementary. Supplementary fit describes the situation when an employee’s personal characteristics are similar to those of the organization. While the complementary fit explains filling of the gaps by employees personal characteristics or the fulfillment of the psychological needs by the satiating working environment.
‘Turnover intention’ and ‘Job Satisfaction’ are two problems in organizations in the present scenario. Human resource management calls for consideration of psychological aspects of jobs and its perception by employees. It is necessary for business and organizations to stay in business. Because the effects of bad fit are numerous. One of such is turnover. Turnover increases the cost of employing staff, but at the same time diminishes the organization’s knowledge capital and weakens its reputation. According to Moynihan & Pandey (2007) there are three major key factors which effects turnover intention; environment (or economy), employees, and organization level. Hence environment and organization may be referred to as working environment and organizational values are an influential force towards employee’s perceptions and action. Another important aspect of the operation of a business is job satisfaction. From the last so many years, both researchers and managers have find this out that job satisfaction is positively related to job performance (Bono & Judge, 2003; Saari & Judge, 2004). So many factors affect job satisfaction but PO fit is the most influential.
Organizations are human based entities. They are serving ‘humans’ by ‘humans’. Females in Health care service, whether doctors or nurses, constitutes an integral part of hospital. Their perception of the organization’s values greatly influences their work. In other words, it may help them feel good. Like, their values are important that is why organizations are following it. It can have greater impacts on their attitudes towards their work. In a society where females are given secondary importance at work, person organization fit can boost their satisfaction from their job. As there is less literature focusing on female alone, there is a need to conduct research in this context. The present study will focus on female organization behavior in response to PO fit.
1.2 Statement of the problem
Female constitute almost half of the Pakistani population. They are also working side by side with male in every walk of life. Their brilliance can be judged from their positions in different educational levels. Female are still considered as dependent on male. They are also not given importance in organizations and especially in Khyber Pakhtunkhwa. Psychological considerations are not even cared in case of male. Grades are given importance in our society. A female can create room for herself, if she is working with an officer grade. The rankers are not dealt with the similar manner. Hospitals are taking the benefit from the services of both graded and ranker (nurses) ladies. It is observed that a graded doctor receives more privileges and care than a lady nurse. Most of the people view that nurses work out of need and doctors out of passion. There is a likely-hood that they have difference of attitude towards similar organization on the basis of feedback they receive from it. Similarly female doctors have concerns of discrimination on gender basis when they compare themselves with male doctors. The organization-fit for these doctors and nurses will answer such questions and may prove very fruitful.
1.3 Significance and Scope of the Study
This study can benefit the ladies directly. Their behavior in organization in response to the way they are dealt can be shown by the study. It will find whether ladies working at different posts perceive their organizations’ values in a similar manner or not. And similarly whether difference of perception affect their Job Satisfaction. And the effect of PO fit for these doctors and nurses are similar or not. The lady doctors may not intend to stay as compared to nurse if they are not satisfied from their organization and the job.
This study will focus on working ladies and their organizational attitude and behavior. The scope of this study is narrow as well as broad. Although, it will be done in health care organization and female are the main concern but it will help all others in understanding the female Job Satisfaction and Turnover Intentions in response to PO fit.
1.4 Objectives of the Study
The study has the following major objectives:
1. To asses the perception of employees regarding PO fit, job satisfaction and Turnover Intentions in the study area.
2. To find the effect of PO fit on employee work outcomes for employees in the study area.
3. To suggest policy prescription based on findings of the study.
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II. LITERATURE REVIEW
Organizational researchers have been trying to explain employee’s attitudes and behaviors in terms of either organizational characteristics (Situationalists) or individual characteristics (Personalogists). Situationalists believe that employees’ behavior can be predicted by the evaluation of the characteristics of a person’s situation or organization (Davis-Blake and Pfeffer, 1989; Sheridan, 1992). While, Personalogists consider individual characteristics as primarily responsible for behavior (Weiss and Adler, 1984). Many researchers agree on the point that perspective alone is sufficient. They believe that the person and situation affect attitudes and behavior interactively (Chatman, 1989, 1991; O’Reilly et al., 1991; Schneider et al., 1995; Vandenberghe, 1999). This interactionist perspective has come to be known as PO fit.
According to Kristof, PO fit is ‘the compatibility between people and organizations that occurs; when at least one entity complements what the other needs, or they mutually share similar basic characteristics, or both’. It is important to notice the fit of values between employees and the organization. It has been a common observation that employees are more willing to remain with organizations with which they have something in common (Schneider, 1987). Researchers have found that the better the PO fit, the less is Turnover Intention (Moynihan & Pandey, 2007)
Vandenberghe’s (1999) researched about Belgian nurses. It showed that when these nurses felt better fit with the organization, their intention to stay with the job was good. And they intended to stay for twelve months. These conclusions were supported by Brown and Yoshioka (2003) for staff working in NGO. The findings of Moynihan and Pandey (2007) in their study of 326 employees from nine organizations in the Eastern United States support that PO fit was negatively related to Turnover Intention. It may be said that better fit decreases turnover intentions to a greater extent.
2.1 Turn over intention and Person Organization Fit
Westerman and Cyr (2004) examined the efficacy mechanism of PO fit and based on their analysis concluded that PO fit deals with Turnover Intention through employees’ working attitudes. In other words, PO fit first affects employees’ working attitudes (such as job satisfaction) and then their turnover intention through employees’ working attitudes. Meta-analysis method was used by Arthur, Bell, Villado, and Doverspike (2006) to find that PO fit’s relationship with job performance and turnover are partially mediated by employee work attitudes. Elfenbein and O’Reilly’s (2007) in their research on efficacy of PO fit went into greater detail. In a study with 114 employees from 16 working teams of a service department of a company located in the northeastern United States they found that gender and race were moderators between PO fit and Turnover Intention. Past research showed that when employees’ values and priorities match those of their organization, they are happier and more likely to stay (Ostroff, Shin, &Kinicki, 2005). Various studies examined the consequences of value congruence and its effect on employee attitudes and behavior (Whitely et al,1991; Bretz and Judge 1994). Meta-analyses of PO fit and outcomes showed a significant relationship with work attitudes such as job satisfaction, intention to quit, organizational commitment turnover, and job performance (e.g. Hoffman &Woehr, 2006; Kristof-Brown et al., 2005; Verquer, Beehr, & Wagner, 2003).
Kristof-Brown et al. (2005) showed that various person’environment (PE) fits, such as person’job (PJ), person’supervisor (PS), and person’organization (PO), were highly correlated with organizational outcomes for example job satisfaction, performance, organizational commitment, or turnover intention.
Tak (2011) in his study observed the relationships between various person’environment fits and turnover attitudes. The sample consisted of 901employees. They had similar attribute of spending six months at most with their present organization. Similarly their organization was their first employer. Only 297 employees responded to the second survey, 6 months after the first. The results confirmed that PS, PJ, and PO fits correlated significantly with turnover intention. While at the time of Survey 2, logistic regression analyses showed only PO fit correlated significantly with actual turnover
Michelle et al. (2003) presented a meta-analytic review of 21 studies on relations of PO fit with job satisfaction, organizational commitment, and intent to turnover. Investigation was made with four specific moderators which are the type of fit measure, method of calculating fit, dimensions of fit, and use of an established measure of person’organization fit. Mean effect sizes for the outcome variables ranged from .18 for intent to turnover to .28 for organizational commitment. Subjective fit measures, the use of correlations to calculate fit, value congruence as the fit dimension, and the use of an established measure of person’organization fit were found to increase effect sizes.
Hovman and Woehr (2006) extended the meta-analysis of Verqueret al., by providing a meta-analytic review of the relationship between person’organization fit (PO fit) job performance, organizational citizenship behaviors, and turnover. Results indicated that PO fit is weakly to moderately related to each of these outcome variables. It also showed the importance of the way fit was measured.
Piasentin and Chapman (2006) did a critical examination of the literature on subjective PO fit. They reviewed 46 empirical studies that have measured PO fit perceptions and identified three primary sources of inconsistency among these studies, including how PO fit is conceptualized, the operational definition of ‘organization,’ and the content domain used to assess PO fit.
Tepecia, and Bartlettb, (2002) developed the hospitality industry culture profile, an instrument to assess organizational culture and individual values in hospitality organizations. They identified eight-factor structure of hospitality culture. The effects of organizational culture, individual values, and the fit between the two (person’organization fit) on employees’ job satisfaction and behavioral intentions are assessed. Person’organization fit was found to explain significant outcome variance.
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III. RESEARCH METHODOLOGY
This section relates to the methodology for the fulfillment of stated objectives. It consists of the sample and nature of sample for data collection the statistical tool for analysis purpose and the model. The details are given below.
3.1 Population and Sample size
The study will take District Peshawar as population for the study. The reason is resources constraint, both financial and time. So the population is taken small in a purpose to fulfill the work within limited resources. As the study relates to female doctors and nurses, the population consists of all the similar female in district Peshawar. The sampling was done in two stages. In first stage, Lady reading hospital and Khyber Teaching hospital were selected through lottery method. The total number of doctors is 70 in Lady reading hospital and 50 in Khyber teaching hospitals while nurses counted to 529 in Lady reading hospital and 290 in Khyber Teaching hospital respectively.As it is a comparative study the samples were kept similar i.e. 50 doctors and 50 nurses in each hospital in a purpose to complete the requirement of the degree on time.
3.3 Theoretical Framework
Researchers have found that better the PO fit, less is the turnover intention (Moynihan &Pandey, 2007). They believed that the person and situation affect attitudes and behavior respectively (Chatman, 1989, 1991; O’Reilly et al., 1991; Schneider et al., 1995; Vandenberghe, 1999).To compute the level of job satisfaction of the selected faculty measure, 6-item scale was developed (Agho et al., 1992).The measurement of turnover intention is reported by different researchers and has used different items. However, in the present study, the 3-items scale developed by Vigoda (2003) will be utilized to compute the turnover intention. Person Organization fit will be measured through Judge’s scale (Judge, 1996).
3.3 Analytical Framework:
Test Statistics
The variable will be tested for association Chi Square. Cross tabulation will be used for association of different factors and its effectiveness by the formula given:
, with (r-1) (c-1) degree of freedom
Where
and is the observed and expected frequencies y of cell in ith row and jth column, respectively.
Similarly regression analysis will be run on following model
Turnover intention = f( person-organization fit)
Job satisfaction will be added to find its mediating effect.
Turnover intention = f( person-organization fit +job satisfaction)
Graphical Representation
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IV. RESULTS AND DISCUSSION
This chapter is about the results of the research and discussion on them. The details are as follows.
Reliability test for Intention to Quit
The cronbach alpha value of 0.584 is almost 6 which qualifies for the reliable measurement tools in case of intentions to quit. Clark and Watson (1995) noted the issue of internal consistency reliability assessment is complicated by the fact that ‘there are no longer any clear standards regarding what level is considered acceptable’. For Cronbach’s alpha past criteria have ranged from .80 or .90 alpha coefficients, down to .60 or .70 alphas. The resulted value is almost 0.6 and hence qualifies that Intention to quit was measured reliably.
Reliability Statistics
Cronbach’s Alpha Cronbach’s Alpha Based on Standardized Items N of Items
.582 .584 3
Cronbach’s alpha is found to be too sensitive by the researchers to number of measures/items, and prefer the use of the raw mean inter item correlation as a statistical marker of internal consistency. For this, a rule of thumb is offered by Briggs and Cheek (1986): ‘The optimal level of homogeneity occurs when the mean inter item correlation is in the 0.2 to 0.4 range’. Clark and Watson (1995) offer: ‘we recommend that the average inter item correlation fall in the range of 0.15-0.50.’If we look at the inter item correlation, they fit on the criteria
Inter-Item Correlation Matrix
item1 item2 item3
item1 1.000 .295 .240
item2 .295 1.000 .421
item3 .240 .421 1.000
Reliability test for job satisfaction
The value of Cronbach’s alpha is satisfying the reliability assumption. Similarly the inter item correlation is also satisfactory.
Reliability Statistics
Cronbach’s Alpha Cronbach’s Alpha Based on Standardized Items N of Items
.600 .615 5
Reliability test for PO fit
The value of cronbach alpha for person organization fit is .700, which lies in the reliable count. So it is easy to consider the measure for PO fit as reliable for measuring person organization fit.
Reliability Statistics
Cronbach’s Alpha N of Items
.700 4
4.1 Employees Perception Regarding Various Attributes of Job Satisfaction (KTH doctors)
Table 4.1 describes the sampled employees’ perception regarding various attributes of job satisfaction. It was observed that 86% of the total respondents were satisfied with their present job while 12 % of the respondents were not satisfied with their present job. Only 2% of the respondents showed neutral response about their present job. Table 4.1 also indicates that 82% respondents were enthusiastic about their work while 8 % of them were not enthusiastic about their work and 10 % were undecided. About 68 % of the respondents were agree with the perception that each day of work seems like it will never end while 28 % were disagree and 4 % were undecided. About 88 % of the respondents found real enjoyment in their work, 4 % were disagree and 8% were undecided. 10 % of the total respondents considered their job as pleasant while 86 % were disagree and 4 % were undecided.
MAS (Mean Average Score) were performed to know the perception of respondents about various attributes regarding job satisfaction. The MAS greater than 3 shows their satisfaction with particular attributes while MAS less than 3 shows dissatisfaction with various attributes and 3 shows neutral view about various attributes. The result shows (MAS=4.06) for ‘I feel fairly satisfied with my present job’, For, ‘I find real enjoyment in my work’ MAS= 4.14. And for ‘most days I am enthusiastic about my work’ MAS=3.96 and ‘I consider my job rather unpleasant’ MAS= 2.08. MAS=3.68 for ‘Each day of work seems like it will never end’.
The total mean value for the variable job satisfaction for KTH doctors found mostly tilted towards agreement which is depicting that job satisfaction is playing a vital role in elaboration of the depended variable Personal Organization fit.
Table 4.1 Employees Perceptions Regarding Various Attributes of Job Satisfaction (KTH Doctors)
Attribute
Response MAS
S.D D UD A S.A
I feel fairly satisfied with my present job
2
(4.0) 4
(8.0) 1
(2.0) 25
(50) 18
(36.0) 4.06
Most days I am enthusiastic about my work 0
(0) 4
(8.0) 5
(10.0) 30
(60.0) 11
(22.0) 3.96
Each day of work seems like it will never end
2
(4.0) 12
(24.0) 2
(4.0) 18
(36.0) 16
(32.0) 3.68
I find real enjoyment in my work 0
(0) 2
(4.0) 4
(8.0) 29
(58.0) 15
(30.0) 4.14
I consider my job rather unpleasant 11
(22.0) 32
(64.0) 2
(4.0) 2
(4.0) 3
(6.0) 2.08
Overall Mean 3.58
SD = strongly disagree, D = disagree, UD = Undecided, A = agree and SA = strongly agree; MAS = mean average score; the values in parenthesis are the percentages
4.2 Employees Perception Regarding Various Attributes of Job Satisfaction (KTH nurses)
Table 4.2 describes the sampled employees’ perception regarding various attributes of job satisfaction. About 72% of the total respondents satisfied with their present job while 20 % of the respondents disagree with their present job and 6% of the respondents were undecided about their present job. About 60% respondents were enthusiastic about their work while 30 % of them were not enthusiastic about their work and 10 % were undecided. About 28% of the respondents were agree with the perception that ‘each day of work seems like it will never end’ while 58 % were disagree and 14 % were undecided. About 70 % of the respondents found real enjoyment in their work, 22 % were disagree and 8% were undecided. 28 % of the total respondents considered their job as pleasant while 48 % were disagree and 24 % were undecided.
MAS (Mean Average Score) were performed to know the perception of respondents about various attributes regarding job satisfaction. The MAS greater than 3 shows their satisfaction with particular attributes while MAS less than 3 shows dissatisfaction with various attributes and 3 shows neutral view about various attributes. The result shows (MAS=3.56) for ‘I feel fairly satisfied with my present job’,
for, ‘I find real enjoyment in my work’ MAS= 3.50. And for ‘most days I am enthusiastic about my work’ MAS=3.56 and ‘I consider my job rather unpleasant’ MAS= 2.82. MAS=2.72 for ‘Each day of work seems like it will never end.’
Table 4.2 Employees Perceptions Regarding Various Attributes of Job Satisfaction (KTH nurses)
Attribute
Response MAS
S.D D UD A S.A
I feel fairly satisfied with my present job
5
(10.0) 5
(10.0) 3
(6.0) 31
(62.0) 6
(12.0) 3.56
Most days I am enthusiastic about my work 1
(2.0) 14
(28.0) 5
(10.0) 30
(60.0) 0
(0) 3.28
Each day of work seems like it will never end
2
(4.0) 27
(54.0) 7
(14.0) 11
(22.0) 3
(6.0) 2.72
I find real enjoyment in my work 1
(2.0) 10
(20.0) 4
(8.0) 33
(66.0) 2
(4.0) 3.50
I consider my job rather unpleasant 0
(0) 24
(48.0) 12
(24.0) 13
(26.0) 1
(2.0) 2.82
Overall Mean 3.176
SD = strongly disagree, D = disagree, UD = Undecided, A = agree and SA = strongly agree; MAS = mean average score; the values in parenthesis are the percentages
4.3 Employees Perception Regarding Various Attributes of Job Satisfaction (LRH doctors)
Table 4.3 describes the sampled employees’ perception regarding various attributes of job satisfaction. About 82% of the total respondents satisfied with their present job while 4 % of the respondents disagree with their present job and 14% of the respondents were undecided about their present job. About 72% respondents were enthusiastic about their work while 8 % of them were not enthusiastic about their work and 20 % were undecided. About 30% of the respondents were agree with the perception that ‘each day of work seems like it will never end’ while 60 % were disagree and 10 % were undecided. About 78 % of the respondents ‘found real enjoyment in their work’, 20 % were disagree and 2 % of them were undecided. 14 % of the total respondents considered their job as pleasant while 80 % were disagree and 6 % were undecided.
MAS were performed to know the perception of respondents about various attributes regarding job satisfaction. The MAS greater than 3 shows their satisfaction with particular attributes while MAS less than 3 shows dissatisfaction with various attributes and 3 shows neutral view about various attributes. The result shows (MAS=4.18) for ‘I feel fairly satisfied with my present job,
And for most days I am enthusiastic about my work MAS=3.88. For, I find real enjoyment in my work MAS= 3.84 and MAS=2.80 for’ Each day of work seems like it will never end and ‘I consider my job rather unpleasant MAS= 1.96.
Table 4.3 Employees Perceptions Regarding Various Attributes of Job Satisfaction (LRH DOCTORS)
Attribute
Response MAS
S.D D UD A S.A
I feel fairly satisfied with my present job
0
(0) 2
(4.0) 7
(14.0) 21
(42.0) 20
(40.0) 4.18
Most days I am enthusiastic about my work 2
(4.0) 2
(4.0) 10
(20.0) 22
(44.0) 14
(28.0) 3.88
Each day of work seems like it will never end
4
(8.0) 26
(52.0) 5
(10.0) 6
(12.0) 9
(18.0) 2.80
I find real enjoyment in my work 2
(4.0) 8
(16.0) 1
(2.0) 24
(48.0) 15
(30.0) 3.84
I consider my job rather unpleasant 22
(44.0) 18
(36.0) 3
(6.0) 4
(8.0) 3
(6.0) 1.96
Overall Mean 3.33
SD = strongly disagree, D = disagree, UD = Undecided, A = agree and SA = strongly agree; MAS = mean average score; the values in parenthesis are the percentages
4.4 Employees Perception Regarding Various Attributes of Job Satisfaction ( LRH nurses)
Table 4.4 describes the sampled employees’ perception regarding various attributes of job satisfaction. About 92% of the total respondents satisfied with their present job while 8 % of the respondents disagree with their present job and 0% of the respondents were undecided about their present job. About 72% respondents were enthusiastic about their work while 20 % of them were not enthusiastic about their work and 8 % were undecided. About 66% of the respondents were agree with the perception that ‘each day of work seems like it will never end’ while 32 % were disagree and 12 % were undecided. About 88 % of the respondents found real enjoyment in their work, 16 % were disagree and none of them were undecided. 34 % of the total respondents considered their job as pleasant while 66 % were disagree and 0 % were undecided.
MAS were performed to know the perception of respondents about various attributes regarding job satisfaction. The MAS greater than 3 shows their satisfaction with particular attributes while MAS less than 3 shows dissatisfaction with various attributes and 3 shows neutral view about various attributes. The result shows (MAS=4.26) for ‘I feel fairly satisfied with my present job’, for, ‘I find real enjoyment in my work ‘MAS= 4.00. And for ‘most days I am enthusiastic about my work’ MAS=3.82 and MAS=3.32 for ‘Each day of work seems like it will never end’ and ‘I consider my job rather unpleasant’ MAS= 2.46.
Table 4.4 Employees Perceptions Regarding Various Attributes of Job Satisfaction (LRH NURSES)
Attribute
Response MAS
S.D D UD A S.A
I feel fairly satisfied with my present job
0
(0) 4
(8.0) 0
(0) 25
(50.0) 21
(42.0) 4.26
Most days I am enthusiastic about my work 2
(4.0) 8
(16.0) 4
(8.0) 19
(38.0) 17
(34) 3.82
Each day of work seems like it will never end
3
(6.0) 13
(26.0) 6
(12.0) 21
(42.0) 7
(14.0) 3.32
I find real enjoyment in my work 2
(4.0) 6
(12.0) 0
(0) 24
(48.0) 18
(36.0) 4.00
I consider my job rather unpleasant 14
(28.0) 19
(38.0) 0
(0) 14
(28.0) 3
(6.0) 2.46
Overall Mean 3.572
SD = strongly disagree, D = disagree, UD = Undecided, A = agree and SA = strongly agree; MAS = mean average score; the values in parenthesis are the percentages
4.5 Employees Perception Regarding Various Attributes of Intention to quit (KTH doctors)
The table 4.5 describes various attributes of turn over intention in which 14% of the respondents agree with the perception that they often think of leaving the organization and 84% of the respondents disagree with this perception while 2% of the respondents have not been decided to think so. About 12% respondents have clear perception with the statement that it is very possible that they will look for a new job soon and 78% respondent disagree with this statement while 10% respondents were undecided. About 84% of the respondents agree that if they may choose again, they will choose to work for the current organization while 12% were disagree and 4% have no response.
The MAS mean average score was done to analyze the perception of sampled employees regarding various attributes intention to quit the MAS greater than 3 shows their satisfaction with the respective attributes. MAS=4.00 for ‘lately, If I may choose again, I will choose to work for the current organization and for, I often think of leaving the organization MAS= 2.16 and for’It is very possible that I will look for a new job soon MAS=2.14.
Table 4.5 Employees Perceptions Regarding Various intentions to Quit (KTH doctor)
Attribute
Response MAS
S.D D UD A S.A
I often think of leaving the organization.
10
(20.0) 32
(64.0) 1
(2.0) 4
(8.0) 3
(6.0) 2.16
It is very possible that I will look for a new job soon. 11
(22.0) 28
(56.0) 5
(10.0) 5
(10.0) 1
(2.0) 2.14
If I may choose again, I will choose to work for the current organization.
2
(4.0) 4
(8.0) 2
(4.0) 26
(52.0) 16
(32.0) 4.00
Overall Mean 2.76
SD = strongly disagree, D = disagree, UD = Undecided, A = agree and SA = strongly agree; MAS = mean average score; the values in parenthesis are the percentages
4.6 Employees Perception Regarding Various Attributes of Intention to quit (KTH nurses)
The table 4.6 describes various attributes of turn over intention in which 42% of the respondents agree with the perception that they often think of leaving the organization and 54% of the respondents disagree with this perception while 4% of the respondents have not been decided to think so. About 24% respondents have clear perception with the statement that it is very possible that they will look for a new job soon and 70% respondent disagree with this statement while 6% respondents were undecided. About 52% of the respondents agree that if they may choose again, they will choose to work for the current organization while 32% were disagree and 16% have no response.
The MAS mean average score was done to analyze the perception of sampled employees regarding various attributes intention to quit the MAS greater than 3 shows their satisfaction with the respective attributes. MAS=3.40 for ‘lately, If I may choose again, I will choose to work for the current organization and for, I often think of leaving the organization MAS= 2.94 and for ‘It is very possible that I will look for a new job soon MAS=2.40.
Table 4.6 Employees Perceptions Regarding Various intentions to Quit (KTH nurses)
Attribute
Response MAS
S.D D UD A S.A
I often think of leaving the organization.
3
(6.0) 24
(48.0) 2
(4.0) 15
(30.0) 6
(12.0) 2.94
It is very possible that I will look for a new job soon. 8
(16.0) 27
(54.0) 3
(6.0) 11
(22.0) 1
(2.0) 2.40
If I may choose again, I will choose to work for the current organization.
0
(0) 16
(32.0) 8
(16.0) 16
(32.0) 10
(20.0) 3.40
Overall Mean 2.92
SD = strongly disagree, D = disagree, UD = Undecided, A = agree and SA = strongly agree; MAS = mean average score; the values in parenthesis are the percentages
4.7 Employees Perception Regarding Various Attributes of Intention to quit (LRH Doctors)
The table 4.7 describes various attributes of turn over intention in which 16% of the respondents agree with the perception that they often think of leaving the organization and 74% of the respondents disagree with this perception while 10% of the respondents have not been decided to think so. About 12% respondents have clear perception with the statement that it is very possible that they will look for a new job soon and 72% respondent disagree with this statement while 16% respondents were undecided. About 62% of the respondents agree that if they may choose again, they will choose to work for the current organization while 20% were disagree and 18% have no response.
The MAS mean average score was done to analyze the perception of sampled employees regarding various attributes intention to quit the MAS greater than 3 shows their satisfaction with the respective attributes. MAS=3.50 for ‘lately, If I may choose again, I will choose to work for the current organization and for’It is very possible that I will look for a new job soon MAS=2.25. and for, I often think of leaving the organization MAS= 2.12
Table 4.7 Employees Perceptions Regarding Various intentions to Quit (LRH doctor)
Attribute
Response MAS
S.D D UD A S.A
I often think of leaving the organization.
19
(38.0) 18
(36.0) 5
(10.0) 4
(8.0) 4
(8.0) 2.12
It is very possible that I will look for a new job soon. 8
(16.0) 28
(56.0) 8
(16.0) 6
(12.0) 0
(0) 2.25
If I may choose again, I will choose to work for the current organization.
8
(16.0) 2
(4.0) 9
(18.0) 19
(38.0) 12
(24.0) 3.50
Overall Mean 2.62
SD = strongly disagree, D = disagree, UD = Undecided, A = agree and SA = strongly agree; MAS = mean average score; the values in parenthesis are the percentages
4.8 Employees Perception Regarding Various Attributes of Intention to quit (LRH Nurses)
The table 4.8 describes various attributes of turn over intention in which 20% of the respondents agree with the perception that they often think of leaving the organization and 80% of the respondents disagree with this perception while 0% of the respondents have not been decided to think so. About 28% respondents have clear perception with the statement that it is very possible that they will look for a new job soon and 62% respondent disagree with this statement while 10% respondents were undecided. About 78% of the respondents agree that if they may choose again, they will choose to work for the current organization while 14% were disagree and 8% have no response.
The MAS mean average score was done to analyze the perception of sampled employees regarding various attributes intention to quit the MAS greater than 3 shows their satisfaction with the respective attributes. MAS=3.86 for ‘lately, If I may choose again, I will choose to work for the current organization and for’It is very possible that I will look for a new job soon MAS=2.38. and for, I often think of leaving the organization MAS= 2.02
Table 4.8 Employees Perceptions Regarding Various intentions to Quit (LRH nurses)
Attribute
Response MAS
S.D D UD A S.A
I often think of leaving the organization.
21
(42.0) 19
(38.0) 0
(0) 8
(16.0) 2
(4.0) 2.02
It is very possible that I will look for a new job soon. 16
(32.0) 15
(30.0) 5
(10.0) 12
(24.0) 2
(4.0) 2.38
If I may choose again, I will choose to work for the current organization.
0
(0) 7
(14.0) 4
(8.0) 28
(56.0) 11
(22.0) 3.86
Overall Mean 2.75
SD = strongly disagree, D = disagree, UD = Undecided, A = agree and SA = strongly agree; MAS = mean average score; the values in parenthesis are the percentages
Table 4.9 Employees Perceptions Regarding Various Attributes of Person organization Fit (KTH doctors)
The table 4.9 shows that 62 % of the total respondents were agree that this organization has the same values as they do with regard to concern for others, while 24 % were disagree and 14 were undecided about this perception. About 74 % respondents were agree that this organization has the same values as they do with regard to fairness, 10 % were disagree and 16 % were undecided. 76 % of the respondents were agree that this organization has the same values as they do with regard to honesty while 24 % were disagree and 0 % were undecided. About 76 % of the respondents feel that their personal values were good fit with organization, 24 % were disagree to the same perception while 0 % were undecided.
MAS (Mean Average Score) were performed to know the perception of respondents about various attributes regarding job satisfaction. The MAS greater than 3 shows their satisfaction with particular attributes while MAS less than 3 shows dissatisfaction with various attributes and 3 shows neutral view about various attributes. The result shows (MAS=3.76) for ‘This organization has the same value as I do with regard to fairness. For, I feel that my personal values are good fit with this organization MAS= 3.74. And for this organization has the same values as I do with regard to honesty MAS=3.60 and for ‘This organization has the same values as I do with regard to concern for others MAS= 3.30.
Table 4.9 Employees Perceptions Regarding Various Attributes of Preson organization Fit (KTH doctrs)
Attribute
Response MAS
S.D D UD A S.A
This organization has the same values as I do with regard to concern for others
9
(18.0) 3
(6.0) 7
(14.0) 26
(52.0) 5
(10.0) 3.30
This organization has the same values as I do with regard to fairness.
1
(2.0) 4
(8.0) 8
(16.0) 30
(60.0) 7
(14.0) 3.76
This organization has the same values as I do with regard to honesty.
2
(4.0) 10
(20.0) 0
(0) 32
(64.0) 6
(12.0) 3.60
I feel that my personal values are a good fit with this organization.
0
(0) 12
(24.0) 0
(0) 27
(54.0) 11
(22.0) 3.74
Overall Mean 3.60
SD = strongly disagree, D = disagree, UD = Undecided, A = agree and SA = strongly agree; MAS = mean average score; the values in parenthesis are the percentages
Table 4.10 Employees Perceptions Regarding Various Attributes of Person organization Fit (KTH nurses)
The table 4.10 shows that 38 % of the total respondents were agree that this organization has the same values as they do with regard to concern for others, while 36 % were disagree and 26% were undecided about this perception. About 34 % respondents were agree that this organization has the same values as they do with regard to fairness, 34 % were disagree and 32 % were undecided. About 40 % of the respondents were agree that this organization has the same values as they do with regard to honesty while 14 % were disagree and 46 % were undecided. About 80 % of the respondents feel that their personal values were good fit with organization, 10 % were disagree to the same perception while 10 % were undecided.
MAS (Mean Average Score) were performed to know the perception of respondents about various attributes regarding job satisfaction. The MAS greater than 3 shows their satisfaction with particular attributes while MAS less than 3 shows dissatisfaction with various attributes and 3 shows neutral view about various attributes. . For, I feel that my personal values are good fit with this organization MAS= 3.86. And for this organization has the same values as I do with regard to honesty MAS=3.36. The result shows (MAS=3.10) for ‘This organization has the same value as I do with regard to fairness and for ‘This organization has the same values as I do with regard to concern for others MAS= 3.00.
Table 4.10 Employees Perceptions Regarding Various Attributes of Person organization Fit (KTH nurses)
Attribute
Response MAS
S.D D UD A S.A
This organization has the same values as I do with regard to concern for others
4
(8.0) 14
(28.0) 13
(26.0) 16
(32.0) 3
(6.0) 3.00
This organization has the same values as I do with regard to fairness. 1
(2.0) 16
(32.0) 16
(32.0) 11
(22.0) 6
(12.0) 3.10
This organization has the same values as I do with regard to honesty.
2
(4.0) 5
(10.0) 23
(46.0) 13
(26.0) 7
(14.0) 3.36
I feel that my personal values are a good fit with this organization. 2
(4) 3
(6.0) 5
(10.0) 30
(60.0) 10
(20.0) 3.86
Overall Mean 3.33
SD = strongly disagree, D = disagree, UD = Undecided, A = agree and SA = strongly agree; MAS = mean average score; the values in parenthesis are the percentages
Table 4.11 Employees Perceptions Regarding Various Attributes of Person organization Fit (LRH doctors)
The table 4.11 shows that 60 % of the total respondents were agree that this organization has the same values as they do with regard to concern for others, while 18 % were disagree and 22 were undecided about this perception. About 50 % respondents were agree that this organization has the same values as they do with regard to fairness, 18 % were disagree and 32 % were undecided. 48 % of the respondents were agree that this organization has the same values as they do with regard to honesty while 18 % were disagree and 34 % were undecided. About 68 % of the respondents feel that their personal values were good fit with organization, 12 % were disagree to the same perception while 20 % were undecided.
MAS (Mean Average Score) were performed to know the perception of respondents about various attributes regarding job satisfaction. The MAS greater than 3 shows their satisfaction with particular attributes while MAS less than 3 shows dissatisfaction with various attributes and 3 shows neutral view about various attributes. . For, I feel that my personal values are good fit with this organization MAS= 3.70. The result shows (MAS=3.40) for ‘This organization has the same value as I do with regard to fairness and for ‘This organization has the same values as I do with regard to concern for others MAS= 3.38 And for this organization has the same values as I do with regard to honesty MAS=3.34
Table 4.11 Employees Perceptions Regarding Various Attributes of Person organization Fit (LRH doctors)
Attribute
Response MAS
S.D D UD A S.A
This organization has the same values as I do with regard to concern for others
7
(14.0) 2
(4.0) 11
(22.0) 25
(50.0) 5
(10.0) 3.38
This organization has the same values as I do with regard to fairness.
2
(4.0) 7
(14.0) 16
(32.0) 19
(38.0) 6
(12.0) 3.40
This organization has the same values as I do with regard to honesty.
0
(0) 9
(18.0) 17
(34.0) 22
(44.0) 2
(4.0) 3.34
I feel that my personal values are a good fit with this organization.
0
(0) 6
(12.0) 10
(20.0) 27
(54.0) 7
(14.0) 3.70
Overall Mean 3.45
SD = strongly disagree, D = disagree, UD = Undecided, A = agree and SA = strongly agree; MAS = mean average score; the values in parenthesis are the percentages
Table 4.12 Employees Perceptions Regarding Various Attributes of Person organization Fit (LRH nurses)
The table 4.12 shows that 74 % of the total respondents were agree that this organization has the same values as they do with regard to concern for others, while 26 % were disagree and 0% were undecided about this perception. About 72 % respondents were agree that this organization has the same values as they do with regard to fairness, 28 % were disagree and 0 % were undecided. About 74 % of the respondents were agree that this organization has the same values as they do with regard to honesty while 18 % were disagree and 8 % were undecided. About 72 % of the respondents feel that their personal values were good fit with organization, 24 % were disagree to the same perception while 4 % were undecided.
MAS (Mean Average Score) were performed to know the perception of respondents about various attributes regarding job satisfaction. The MAS greater than 3 shows their satisfaction with particular attributes while MAS less than 3 shows dissatisfaction with various attributes and 3 shows neutral view about various attributes. . For this organization has the same values as I do with regard to honesty
MAS=3.74 For, I feel that my personal values are good fit with this organization MAS= 3.72. The result shows (MAS=3.56) for ‘This organization has the same value as I do with regard to fairness and for ‘This organization has the same values as I do with regard to concern for others MAS= 3.48
Table 4.12 Employees Perceptions Regarding Various Attributes of Person organization Fit (LRH nurses)
Attribute
Response MAS
S.D D UD A S.A
This organization has the same values as I do with regard to concern for others
3
(6.0) 10
(20.0) 0
(0) 34
(68.0) 3
(6.0) 3.48
This organization has the same values as I do with regard to fairness.
4
(8.0) 10
(20.0) 0
(0) 26
(52.0) 10
(20.0) 3.56
This organization has the same values as I do with regard to honesty.
3
(6) 6
(12.0) 4
(8.0) 25
(50.0) 12
(24.0) 3.74
I feel that my personal values are a good fit with this organization.
3
(6.0) 9
(18.0) 2
(4.0) 21
(42.0) 15
(30.0) 3.72
Overall Mean 3.62
SD = strongly disagree, D = disagree, UD = Undecided, A = agree and SA = strongly agree; MAS = mean average score; the values in parenthesis are the percentages
Table 4.13 Employees Perceptions Regarding Various Attributes of Job Satisfaction , intention to quit and person organization fit
Table 4.13(a) describes the sampled employees’ perception regarding various attributes of job satisfaction. About 83.5% of the total respondents satisfied with their present job while 11 % of the respondents disagree with their present job and 5.5% of the respondents were undecided about their present job. About 71.5% respondents were enthusiastic about their work while 16.5 % of them were not enthusiastic about their work and 12 % were undecided. About 45% of the respondents were agree with the perception that each day of work seems like it will never end while 44.5 % were disagree and 10 % were undecided. About 80 % of the respondents found real enjoyment in their work, 15.5 % were disagree and 4.5% were undecided. 21.5 % of the total respondents considered their job as pleasant while 70 % were disagree and 8.5 % were undecided.
MAS (Mean Average Score) were performed to know the perception of respondents about various attributes regarding job satisfaction. The MAS greater than 3 shows their satisfaction with particular attributes while MAS less than 3 shows dissatisfaction with various attributes and 3 shows neutral view about various attributes. The result shows (MAS=4.01) for ‘I feel fairly satisfied with my present job, For, I find real enjoyment in my work MAS= 3.87. And for most days I am enthusiastic about my work MAS=3.73. MAS=3.13 for’ Each day of work seems like it will never end. and ‘I consider my job rather unpleasant MAS= 2.33
The table 4.13(b) describes various attributes of turn over intention in which 23% of the respondents agree with the perception that they often think of leaving the organization and 73% of the respondents disagree with this perception while 4% of the respondents have not been decided to think so. About 19% respondents have clear perception with the statement that it is very possible that they will look for a new job soon and 70.5% respondent disagree with this statement while 10.5% respondents were undecided. About 69% of the respondents agree that if they may choose again, they will choose to work for the current organization while 19.5% were disagree and 11.5% have no response.
The MAS mean average score was done to analyze the perception of sampled employees regarding various attributes intention to quit the MAS greater than 3 shows their satisfaction with the respective attributes. MAS=3.69 for ‘lately, If I may choose again, I will choose to work for the current organization, and for’It is very possible that I will look for a new job soon MAS=2.29.and for ‘I often think of leaving the organization MAS= 2.31.
The table 4.13(c)describe varioius attributes of person organization fit shows that 58.5 % of the total respondents were agree that this organization has the same values as they do with regard to concern for others, while 26 % were disagree and 15.5 were undecided about this perception. About 57.5 % respondents were agree that this organization has the same values as they do with regard to fairness, 22.5 % were disagree and 20 % were undecided. 59.5 % of the respondents were agree that this organization has the same values as they do with regard to honesty while 18.5 % were disagree and 22 % were undecided. About 74 % of the respondents feel that their personal values were good fit with organization, 17.5 % were disagree to the same perception while 8.5 % were undecided.
MAS (Mean Average Score) were performed to know the perception of respondents about various attributes regarding person organization fit. The MAS greater than 3 shows their satisfaction with particular attributes while MAS less than 3 shows dissatisfaction with various attributes and 3 shows neutral view about various attributes.The result shows (MAS=3.75) For, I feel that my personal values are good fit with this organization. And for’ this organization has the same values as I do with regard to honesty MAS=3.51. The result shows (MAS=3.45) for ‘This organization has the same value as I do with regard to fairness, and for ‘This organization has the same values as I do with regard to concern for others’MAS= 3.29.
Table 4.13 Employees Perceptions Regarding Various Attributes of Job Satisfaction, intention to quit and person organization fit
Attribute
Response MAS
S.D D UD A S.A
a. Job Satisfaction
A1.I feel fairly satisfied with my present job
7
(3.5) 15
(7.5) 11
(5.5) 102
(51) 65
(32.5) 4.01
A2.Most days I am enthusiastic about my work 5
(2.5) 28
(14.0) 24
(12.0) 101
(50.5) 42
(21.0) 3.73
A3.Each day of work seems like it will never end
11
(5.5) 78
(39.0) 20
(10.0) 56
(28.0) 35
(17.5) 3.13
A4.I find real enjoyment in my work 5
(2.5) 26
(13.0) 9
(4.5) 110
(55.0) 50
(25.0) 3.87
A5.I consider my job rather unpleasant 47
(23.5) 93
(46.5) 17
(8.5) 33
(16.5) 10
(5.0) 2.33
Overall Mean 3.41
b. intention to quit
B1.I often think of leaving the oranization.
53
(26.5) 93
(46.5) 8
(4.0) 31
(15.5) 15
(7.5 2.31
B2.It is very possible that I will look for a new job soon. 43
(21.5) 98
(49.0) 21
(10.5) 34
(17.0) 4
(2.0) 2.29
B3.If I may choose again, I will choose to work for the current organization.
10
(5.0) 29
(14.5) 23
(11.5) 89
(44.5) 49
(24.5) 3.69
Overall Mean 2.76
c. Person Organization Fit
C1.This organization has the same values as I do with regard to concern for others
23
(11.5) 29
(14.5) 31
(15.5) 101
(50.5) 16
(8.0) 3.29
C2.This organization has the same values as I do with regard to fairness.
8
(4.0) 37
(18.5) 40
(20.0) 86
(43.0) 29
(14.5) 3.45
C3.This organization has the same values as I do with regard to honesty.
7
(3.5) 30
(15.0) 44
(22) 92
(46.0) 27
(13.5) 3.51
C4.I feel that my personal values are a good fit with this organization.
5
(2.5) 30
(15.0) 17
(8.5) 105
(52.5) 43
(21.5) 3.75
Overall Mean 3.50
4.14. Summary of Hospital Employees Perception regarding Job satisfaction, Intentions to quit and Person organization fit:
Table 4.14 Illustrates total mean average scores (MAS) of hospital employees regarding job satisfaction, intention to quit and person organization fit some of the questions regarding different perception about these above three factors reflects strongly agreed and some of them have strongly disagree perception. The MAS value less than 3 indicates strongly disagree while more than 3 shows strongly agreed perception
Taking in account the above mentioned standard, the overall perception of respondents in regards with all attributes which shows strongly agreed perception in response of various questions except intention to quit.
Table 4.14 Summary of Perception of hospital employees regarding Job satisfaction, Intentions to quit and person organization fit:
Attribute Mean Average Score (MAS)
Job satisfaction 3.41
Intentions to quit 2.76
Person organization fit 3.5
Table 4.15 Regression analysis between Person organization fit, Job satisfaction and Intention to quit
Job Satisfaction Intention to Quit
?? R??2 T P value ?? R??2 T P value
Person Organization Fit .141 .020 2.003 .047 -.189 .036 -2.712 .007
4.15 Regression analysis between Person Organization Fit and job satisfaction:
Regarding the above simple regression analysis in table 4.15 Person Organization Fit is directly related to Job satisfaction and inversely related to Intention to Quit. It means that Person Organization Fit increases with increasing job satisfaction. Further, it also indicates that Person Organization Fit and Intention to Quit are inversely proportional to each other which mean that the decrease in one factor leads to the increase in other. The study reveals that the increase in Person Organization Fit leads to satisfaction of job. This is confirmed by the coefficient value of 0.141 and the corresponding p-value of 0.047 which is statistically significant at 5 percent level of significance. Past research indicated that when employees’ values and priorities match those of their organization, they are happier and more likely to stay (Ostroff, Shin, &Kinicki, 2005).
4.15 Regression analysis between Person Organization Fit and intention to quit:
Table 4.15 shows that Person Organization Fit and turn over intention are inversely related with each other. The negative coefficient of -.189 is highly statistically significant at 5 percent significant level. It implies that employee’s turn over intention decreases with increasing Person Organization Fit. Past research indicated that when employees’ values and priorities match those of their organization, they are happier and more likely to stay (Ostroff, Shin, &Kinicki, 2005).
V.SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.1Summary
This study investigated the effect of person organization fit on job outcomes in health sector, Peshawar. A total of 200 respondents were selected from KTH and LRH. Out of which 100 respondents were selected from KTH (50 doctors and 50 nurses) and 100 respondents were selected from LRH (50 doctors and 50 nurses).
The MAS (3.58) for KTH doctors shows the satisfaction of employees regarding various attributes of job satisfaction. Similarly, the MAS value i.e. 3.176 for KTH nurses also indicates the same perception about various attributes of job satisfaction.
The MAS value (3.33) for LRH doctors shows the satisfaction of employees regarding various attributes of job satisfaction, while, the MAS value i.e. 3.572 for LRH nurses also indicates the same perception about various attributes of job satisfaction.
The MAS value i.e. 2.76 for KTH doctors shows dissatisfaction of employees regarding various attributes of intention to quit, similarly the MAS value i.e. 2.92 for KTH doctors shows almost the same perception about intention to quit.
The MAS value i.e. 2.62 for LRH doctors shows dissatisfaction of employees regarding various attributes of intention to quit, similarly the MAS value i.e. 2.75 for LRH doctors shows the same perception about various attributes of intention to quit.
The MAS value i.e. 3.60 for LRH nurses suggest the satisfaction of employees regarding various attributes of person organization fit. As well as the MAS (3.33) for LRH nurses shows the same perception.
The MAS value i.e. 3.41 for overall respondents of KTH (doctors and nurses) and LRH (doctors and nurses) shows the satisfaction of employees regarding various attributes of job satisfaction, while MAS value i.e. 2.76 of overall respondents shows dissatisfaction of employees regarding various attributes of intention to quit and MAS value i.e. 3.50 shows satisfaction of employees regarding various attributes of person organization fit.
The regression analysis shows that job satisfaction and intention to quit are statistically significant. The signs of ??s values show that job satisfaction has positive relationship with person organization fit and intention to quit has negative relationship with person organization fit.
5.2Conclusion
This study concluded that Person organization fit has direct relationship with job satisfaction. The results show that with the increase in person organization fit, there will be increase in job satisfaction. This was confirmed by the coefficient value (0.141) and the corresponding p-value (0.047) statistically significant at 5 percent level. It was also concluded that Person organization fit and intention to quit are negative correlated with each other. This showed that with the increase in PO fit, there will be a decrease in Intention to quit. This was confirmed by the coefficient value (-.189) and the corresponding p-value (.007) statistically significant at 5 percent level.
Recommendations
The study arrived at the following recommendations:
‘ Organizations of all type must give utmost importance to the alignment of individual employee’s abilities with that of the organization.
‘ For retaining employees, they must be provided with a conducive environment to work in.
‘ Other traits of hall & hall fit flexibility theory like Person-Organization fit, Person-group fit and Person-Environment fit will be the possibility that can be empirically tested, so it will provide more good results.
‘ Organization must provide intrinsic and extrinsic motivation to employees so it will make good contribution.