A Study On The Impact Of Person-Organization Fit On New Employees’ Job Performance

Nowadays,enterprises are facing a more complex and ever-changing internal and external environment,with increased uncertainty.In the face of such a situation,the competition among enterprises is gradually turns to the competition for talents.Finding talents and developing their potential has become the key for each enterprise to make full use of human resources to win the market competitive advantage.For enterprises,the problem of fit between employees(especially new employees)and the organization and the performance of employees still plague many managers.If these employees cannot integrate into the organization in time and form a sense of organizational identity,their engagement may be affected.This can easily cause problems such as poor job performance or resignation,which can affect the overall performance of the enterprise.However,the promotion of employee performance cannot blindly require employees to contribute without providing necessary organizational support to employees.The organization must make employees feel cared and valued,so that they can stimulate the motivation to work actively and increase their investment in work.In order to explore the complex mechanism of the impact of person-organization fit on the job performance of new employees,this study analyzed 310 valid sample data through a questionnaire survey based on literature review and theoretical organization.Through the use of SPSS 26.0,AMOS 26.0 and other software and analysis tools to analyze the data,such as hierarchical regression,mediating effect test,moderating mediating effect test and so on,the study conclusions obtained have important significance in improving employee job performance,employee motivation and other human resource management practices.In this study,the scales used to measure person-organization fit,employee engagement,organizational support and job performance all used the classic scales,and their retest Cronbach’s α coefficient values are 0.903,0.9,0.797,and 0.91,with good reliability.According to the results of confirmatory factor analysis,it shows that the person-organization fit scale,employee engagement scale,organizational support scale and job performance scale all have good validity,and their factor extraction degree is excellent.The results of variance analysis of demographic variables shows that different age groups have significant differences in organizational support;different income levels have significant differences in demands-abilities fit;different marital status has significant differences in consistency fit,needs-supplies fit,employee engagement,organizational support,and task performance;different entry times have significant differences in demands-abilities fit and task performance.In the impact of person-organization fit on the work performance of new employees,the interaction between employees and the organization makes this mechanism more complex.Person-organization fit can not only directly affect task performance and peripheral performance levels,but also partially indirectly affect through employee engagement.Additionally,employees’ sense of organizational support has a moderating effect on both direct and indirect effects.The main research conclusions of this study are as follows: Firstly,there is a positive impact of person-organization fit on the job performance of new employees.The fit of consistency,demand ability,and demand supply all have a significant positive impact on employee job performance.The higher the degree of person-organization fit,the higher the task performance and contextual performance of new employees.Secondly,employee engagement plays a mediating role in the process of the impact of person-organization fit on job performance.For new employees,if they are more fit with the organization,the more likely they are to exhibit higher engagement,resulting in better job performance: higher task performance levels and contextual performance levels.Thirdly,the sense of organizational support positively moderates the mediating effect of employee engagement,that is,when the sense of organizational support is low,employee engagement will less transmit the impact of person-organization fit on job performance;while when the sense of organizational support is high,employee engagement will more effectively transmit the impact of person-organization fit on job performance.