The relationship between perceptions of HR practices and employee outcomes: examining the role of person–organisation and person–job fit

TLDR

Human resource management practices are crucial for aligning employees with their organizations and jobs, yet little is known about how employees perceive these practices and how such perceptions relate to person–organisation and person–job fit. This study seeks to integrate strategic HRM with person–environment fit theory by investigating whether person–organisation and person–job fit mediate or moderate the link between employees’ perceptions of a broad set of HR practices and their attitudes and behaviors. The authors surveyed 412 employees, measuring perceived HR practices and outcomes while assessing person–organisation and person–job fit to test mediation and moderation effects. Results indicate that perceived HR practices are directly related to employee outcomes and that person–organisation and person–job fit both mediate and moderate these relationships. Keywords include employee attitudes, behavior, perceptions, HRM, person–job fit, person–organisation fit, and acknowledgements thank Riccardo Peccei and Amy Kristof‑Browne.

Abstract

Abstract Human resource management (HRM) practices can play an important role in matching people with the organisations and the jobs they work in. However, little is known about how employees perceive and interpret HR practices and whether or how these perceptions relate to perceptions of person–organisation (P–O) and person–job (P–J) fit. This study aims to bridge strategic HRM and person–environment fit literature by examining possible mediating and moderating roles of P–O and P–J fit in the relationship between employee perceptions of a broad set of HR practices and employee attitudes and behaviours. Results from a sample of 412 employees support direct relationships as well as a mediating and moderating role of P–O and P–J fit in the relationship between perceived HR practices and employee outcomes. Keywords: employee attitudesemployee behavioursemployee perceptionshuman resource managementperson–job fitperson–organisation fit Acknowledgements The authors thank Riccardo Peccei and Amy Kristof-Brown for their comments on an earlier version of this article.