Recruitment,Selection, and Placement
Person-organizationalfit refers to a recruiting model that employers choose staff membersbased on their skills, characters and ability to influence acommunity. Firms that use P-O fit to determine employees’eligibility consider the extent at which the professionals suit thevalues and culture of the organization. Besides, they evaluate ifprospective candidates have the capacity for working efficiently withother employees. On the contrary, the “person-job fit” modelmainly considers the academic qualifications and experience of anindividual towards managing a given organization (Handler, 2004).Unfortunately, several organizations make the mistake of hiringindividuals with relevant skills in a given field, but they soonrealize later that the professionals were unsuitable for the jobbecause they cannot motivate employees, come up with new objectivesor even establish good work relationship with a firm. The purpose ofthis paper is arguing that person-organizational fit recruitmentmodel should get the higher priority in staffing as it is moreeffective for getting qualified candidates than the person-job fitapproach (Manriquez, 2008).
Person-organizationalfit model ensures that a recruit is compatible with the values of anorganization, and he or she blends perfectly with the other employeesin the company. Besides, managers create a strategic plan for theirbusiness in order to identify suitable managers for theirorganizations. The node ensures that entrepreneurs hire individualswith skills to suit both long term and short-term objectives of theirenterprise (Manriquez, 2008). This is unlike job-fit model thatfocuses on the relevance of an individual’s skills to filling avacant position in a business without determining the compatibilityof the professional with the existing employees and future dynamismof the organization (Cascio, 1994).
Accordingto Manriquez (2008), person-job fit model is also known as “Lookingto the "Forest" and not the "Trees".” Treesrefer to the specific experience required for a given professionwhile “forest” denotes complementary characteristics that enhancean individual’s excellence in their respective career. P-O fitmodel ensures to a hire a person with skills for taking a business anotch higher. In case an organization requires a manager with theability to bring new ideas, boost innovation, motivate employees oralter an organization’s ambitions, the recruitment can accomplishall these goals (Manriquez, 2008).
InMay 2006, the Cornell Research Team claimed that Performance andHuman Resource Management Practices in Small firms acquired 7.5%sales increase after integrating P-O fit recruitment model and afamily-like environment to retain employees. In addition, thebusinesses had other benefits such as 17.1% decreased employeeturnover and 6.1% profit margin increased compared to organizationsthat used P-J fit model (Manriquez, 2008).
CornellResearch Team further claimed that P-O fit hiring model isincorporated with employee motivation, retention strategies andself-management staff management tactics. The combination of thesepractices produced 67% reduced workers turnover, 23% profit increase22% sales upsurge compared to businesses that used P-J recruitmenttechnique. As if that is not enough, workers recruited using P-O fitapproach had a high probability of emerging a favorite employer(Manriquez, 2008). This implies that many employees desire to workfor such people hence, the organizations easily acquire highlyskilled professionals whenever they are recruiting. This implies thatemployers have happy staff, which in turn leads to higher performance(Handler, 2004).
Inconclusion, person-organizational fit hiring model should receivehigher priority in staffing as it is more efficient for gettingqualified candidates than the person-job fit approach. P-O fitapproach evaluates the culture, vision, determination and motivationof an individual towards achieving the goals of an organization(Cascio, 1994). On the contrary, P-J fit recruitment technique hiresindividuals with skills tailored to suit a given profession, but theyare often unsuitable for the positions because as the model does notconsider other strengths such as professionals ability to motivateand strike a rapport with other employees (Handler, 2004).
Person-organizationalfit hiring model is mainly applied when an organization has an optionof choosing from several qualified employees seeking recruitment in abusiness (Cascio, 1994). The significance of using the P-O model isthat managers evaluate prospective candidates based on varied skillssuch as their ability to bond with other staff members, academicqualifications, work experience, ability to change the strategicgoals and capability to accomplish the organization’s goals(Handler, 2004). On the contrary, person-job fit is suitable forusing in businesses that have few skilled professionals interested towork in the organization.
Manriquez,J. (2008). AStrategy for Hiring the Perfect Person for Your Company.Hub pages. Web. Retrieved on 19 January, 2013 fromhttp://infjay.hubpages.com/hub/A-Strategy-for-Hiring-the-Perfect-Person-for-Your-Company
Handler,C. (2004). TheValue of Person-Organization Fit.ERE net. Retrieved on 19 January, 2013 fromhttp://www.ere.net/2004/05/20/the-value-of-person-organization-fit/
Cascio,W. F. (1994). Humanresource planning employment and placement.Washington: B N A Books.