This document discusses job fit and how determining compatibility between individuals and job roles is important for hiring decisions. It defines job fit as the compatibility between a person's abilities and values and a job's demands, duties, culture and goals. When there is a good fit, employees are more satisfied and productive with lower turnover. Employers benefit from improved communication, culture and increased revenue. The document also describes Holland's theory of six personality types and their best fitting work environments to guide accurate placement.

1. DETERMINING JOB FIT
PSYCH PRESS 2014
What is a job fit?
How does a fit differ from culture to culture, role to role?
How can you then use that information to make informed hiring
decisions?

2. In a nutshell ..
Demands of
job
The
individual’s
needs
Job fit
© Copyright Psych Press 2014

3. Define job fit
“Person–job fit is defined as the
compatibility between individuals
and the job or tasks that they
perform at work. This definition
includes compatibility based on
employee needs and job supplies
available to meet those needs, as
well as job demands and employee
abilities to meet those demands”
(Kristof-Brown, 2007)
“the degree to which a
person’s cognitive
abilities, interests and
personality dynamics fit
those required by the
job.”
(Chuck Russell –
Right Person Right Job, Guess or
Know)
© Copyright Psych Press 2014

4. What makes up individual needs?
The individual and
their needs
Abilities
What are
they capable
of ?
Values
What do they
look for in a
job?
Interests
What do they
like?
© Copyright Psych Press 2014

5. What makes up the job ?
The job
Environment
Where and who
will they be
working with ?
Duties and
expectations
What is the
person expected
to do?
Goals
What is the
person expected
to achieve?
Benefits and
Risks
What is given to
the person at
what cost?
© Copyright Psych Press 2014

6. Why is job fit IMPORTANT?
Higher levels of satisfaction and mental
and physical well-being will occur when
there is a good fit between the person and
the environment.
Individuals adjust better and are more
satisfied with jobs that correspond to their
own career related personality types
(Tinsley, 2000).
© Copyright Psych Press 2014
Job-fit positively effects
performance, eliminates
costly mistakes in hiring,
reduces turnover, and
can even be used to
attract talent

7. Benefits of person job fit
Communication
It is widely accepted that effective
communication amongst employees is
beneficial to any business. Job fit
employees who are likely to better
communicate with colleagues and are
passionate about their work, can have a
positive impact on job performance and
subsequently affect productivity.
Communication=Increased productivity
Culture
In addition to the compatibility between
individuals and the job tasks,
compatibility must also refer to the
individual and the organizational culture
and values (Tak, 2011). Happier
employees means an improvement in
work culture.
More positive energy = Better performing
employees
Revenue
Better person job fit means that
employees will be more motivated to
do better at their job and will succeed
in their role within an organisation. It
also means that a company is able to
increase revenue and reduces costs
associated with employee turnover.
Increase job fit = Decrease turnover
(Tak, 2011)
© Copyright Psych Press 2014

8. What happens when the individual
matches the organisation?
Increased pro-social behaviour
and better teamwork
Increase
revenue
Job fit
Boost
culture
Better
communication
More positive energy and
attitudes = better performing
employees
Better person job fit means that
employees will be more motivated to
do and committed to their job =
reduced employee turnover
© Copyright Psych Press 2014

9. What happens when the individual
doesn’t match the organisation?
Costly hires
Poor
job fit
A noticeable decrease in
Poor work
culture
Decreased
Job
Performance
Increased staff turnover and
job dissatisfaction
Higher levels of job related
stress
(Lovelace and Rosen, 1996)
productivity
© Copyright Psych Press 2014

10. Holland’s Personality-Job Theory
• According to Holland’s theory, most people fit into one of six personality and work
environment types: Realistic, Artistic, Investigative, Social, Enterprising and Conventional.
Realistic:
Works best when engaging in physical activities
that require strength and coordination. Most
suitable work environments would involve
working outdoors, in a trade or with animals.
Investigative:
Are generally known as ‘Thinkers’ and are
curious, analytical and logical. Problem solving
and research is an area of interest and
competence.
© Copyright Psych Press 2014
Artistic:
As the name suggests, Artists are original, non
conforming and overall quite spontaneous.
Completing tasks involving new ideas and
concepts are the best for these ‘Creators’.

11. Holland’s Personality-Job Theory
• According to Holland’s theory, most people fit into one of six personality and work
environment types: Realistic, Artistic, Investigative, Social, Enterprising and Conventional.
Social:
Social people are helpful, kind and friendly. These
Helpers enjoy any tasks involving social
interaction such as teaching or helping people.
Enterprising:
Also known as Persuaders, these type of people
are enthusiastic, motivational and dominant.
Being in charge is a preferred role and the
corporate field is their most suitable
environment.
© Copyright Psych Press 2014
Conventional:
Generally referred to as Organisers, these people
like to work with numbers or in a systematically
orderly way. They are logical, efficient and
structured.

12. How can we help improve your
person-to-job fit ?
• Business Personality Reflections – The BPR online assessment measures a
candidate’s Personality and Attributes that define job fit suitability for your
role. See samples and info here
• CareeringAhead – Is it time to review your own career path fit? This quick
research-backed online assessment can give you career suitability
information that ‘opinion’ can’t. Find out more here
© Copyright Psych Press 2014

13. References
• Birmingham-Southern College Career Services: Careers and Personality
• Kristof-Brown, A. (2007). Person–job fit. In S. Rogelberg (Ed.), Encyclopedia
of industrial and organizational psychology. (pp. 619-621). Thousand Oaks,
CA: SAGE Publications, Inc. doi:
http://dx.doi.org/10.4135/9781412952651.n236
• Lovelace, K., & Rosen, B. (1996). Differences in achieving person-organization
fit among diverse groups of managers. Journal of
Management, 22(5), 703-722.
• Tak, J. (2011). Relationships between various person-environment fit types
and employee withdrawal behavior: A longitudinal study. Journal of
Vocational Behavior, 78, 315-320.
• Tinsley, H. E. (2000). The congruence myth: An analysis of the efficacy of
the person–environment fit model. Journal of vocational behavior, 56(2),
147-179.
• Holloway, Pamela. The right person for the job.
© Copyright Psych Press 2014