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dc.contributor.authorCable, Daniel M.
dc.contributor.authorJudge, Timothy A.
dc.date.accessioned2020-11-25T14:51:12Z
dc.date.available2020-11-25T14:51:12Z
dc.date.issued1995-05-01
dc.identifier.other131117
dc.identifier.urihttps://hdl.handle.net/1813/77055
dc.description.abstractThis paper presents and tests a theoretical model of person-organization fit and organizational selection decisions using data from 35 organizations making hiring decisions. Results suggested that (a) interviewers were able to assess applicants' values with above-chance levels of accuracy, (b) interviewers compare their perceptions of applicants' values with their organizations' values to assess person-organization fit, and (c) it is perceived values congruence and not actual values congruence between applicants and organizations that predicted interviewers' person-organization fit perceptions. Results also suggested that interviewers' person-organization fit assessments had the largest effect on their hiring recommendations even after controlling for competing applicant characteristics (e.g., demographics, human capital), and that interviewers' hiring recommendations had large and significant effects on organizations' hiring decisions (e.g., job offers).
dc.language.isoen_US
dc.subjectjob
dc.subjectvalue
dc.subjectorganization
dc.subjecthuman
dc.subjectcapital
dc.subjectdecision
dc.subjectinterview
dc.subjectperson
dc.titleThe Role of Person-Organization Fit in Organizational Selection Decisions
dc.typepreprint
dc.description.legacydownloadsThe_Role_of_PersonWP95_07.pdf: 20923 downloads, before Oct. 1, 2020.
local.authorAffiliationCable, Daniel M.: Cornell University
local.authorAffiliationJudge, Timothy A.: Cornell University


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