Lecture 6 - Understanding the Science of Fit Flashcards
1
Q
What are some of the major costs of turnover?
A
- Recruiting costs
- Selection costs
- Training costs
- On-boarding costs
- Production costs (loss of productivity)
- Impact on other employees (more stress/bigger workload
2
Q
What’s normative commitment?
A
- Loyalty, a feeling of obligation to company/boss/coworkers, that’s why they don’t leave
3
Q
What’s continuance commitment?
A
- Stay because it’s too expensive to leave. May be giving up really good pay/benefits if you leave
- Often referred to as the golden handcuffs
4
Q
What’s affective commitment?
A
- Stay because you really like it there and are happy. Have a personal bond to the organization/people
5
Q
What’s the strongest predictor of job satisfaction and turnover?
A
- Person-organization fit
- Also predicts engagement, OCB’s, CPB’s, affective commitment
6
Q
What two pieces of information must we accurately collect before assessing P-O fit?
A
- The individual
- The organization
7
Q
What other pieces of information do we need to collect?
A
- Collecting the right piece of information, like what people care about, and what people have congruence with.
- This is why research is important
8
Q
What’s the Attraction Selection Attrition model (ASA)?
A
- Invented by Ben Schneider (came up with the term ‘the people make the place’)
- People are attracted to companies that are similar to them (attraction)
- Companies are more likely to select applicants who are already similar to their current employees (selection)
- Dissimilar employees are more likely to leave the company than similar ones because they feel left out (attrition)
9
Q
What were some of the major concerns regarding the ASA model?
A
- All the employees in a company will start to look very similar, create a homogenous group of workers
- Schneider had tought this would cause stagnation, lower innovation, lower adaptability
- There’s not a lot of empirical evidence to support these concerns
- Instead, stronger cultures have been shown to out perform weaker cultures on a variety of financial metrics of company performance
10
Q
What exactly is fit and how does it occur?
A
- A feeling of belonging and attachment to the group that occurs when:
1) One party provides something that the other needs
2) The person and the organization are similar in some important way - Strongest determinant of attraction and job choice
11
Q
What’s supplementary fit? Example?
A
- You’re just like everybody else, that’s why you fit in
- Share characteristics that are found among all the other employees as well
- Ex. working in a graphic design studio as a designer, share a passion for graphic design like your other coworkers
12
Q
What’s complementary fit?
A
- You have a specific need/skill that is unique to the company, so you’re needed
- Ex. Working as an accountant in an engineering firm. Most people don’t know how to do what you do.
13
Q
What’s needs/supplies fit?
A
- You have a specific need/skill that needs to be satisfied, and the position in the company allows you to do so.
- Ex. Being extroverted, so you like to do a lot of networking
14
Q
What’s demands/abilities fit?
A
- The individual’s strengths/abilities are a good match for the position
15
Q
What are the different levels of fit?
A
- Person-job fit
- Person-organization fit
- Person-group fit
