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In the case of high person-organization fit and person-job fit, members of the organization can not only demonstrate their actual work ability for the job but also give a positive attitude toward the basic job attitude. Public institutions that are pursuing publicity and efficiency at the same time place importance on how much individual competencies, values, and attitudes satisfy the organization's culture, job skills, and necessary knowledge from the selection process. In this respect, the need to analyze the influence of person-organization fit and person-job fit on organizational performance is raised. Since person-organization fit and person-job fit are closely related to organizational culture, this study aims to study that person-organization fit and person-job fit can have direct effects on organizational performance as well as the mediating effects on the relationships between person-organization fit and person-job fit and organizational performance. In order to achieve the purpose of the study, the analysis was based on the survey data of 197 people, excluding those who responded insincerely among the survey responses conducted from September 2019 to December 2021. The main analysis results of this study are as follows. First, it can be seen that both organizational culture, that is, group culture and hierarchical culture, have a positive influence on organizational performance. Second, the influence of person-organization fit and person-job fit on organizational culture is found to be significant. Third, there is a difference in the influence of person-organization fit and person-job fit on organizational performance. It cannot be argued that perosn-job fit has a direct positive influence on organizational performance, whereas person-organization fit directly affects organizational performance. However, it turns out that the complete mediating effect of organizational culture exists in the relationships between person-organization fit and organizational performance.
A Fri, study studied this question.