Person–organization fit, perceived organizational support, and organizational citizenship behavior: The role of job embeddedness

This research examines the moderating effects of job embeddedness on organizational citizenship behavior through both person–organization fit and perceived organizational support as well as the mediating effect of perceived organizational support on the relationship between person–organization fit and organizational citizenship behavior. Using a sample of 673 hotel employees and 131 managers, it was found that perceived organizational support mediated the relationship between person–organization fit and organizational citizenship behavior. The results also showed that the relationship between person–organization fit and organizational citizenship behavior, and the relationship between perceived organizational support and organizational citizenship behavior were stronger among employees who were more embedded into their jobs. The results revealed that hotels in China that strive for organizational citizenship behavior should focus primarily on perceived organizational support and person–organization fit. In light of the findings, the article offers insight into the practical implications for organizational citizenship behavior. Limitations and future research directions are discussed at the end.