組織行為學家對於人格或環境何者較能影響人類行為之議題爭論已久。但實際上，人與工作環境之重要性都不可忽略，因此管理學者注意到「個人環境適配」的概念對於員工工作態度、工作績效等都會有顯著的影響。此外，個人環境適配的相關研究中，如何避免「共同方法變異」(Common Method Variance; CMV)所造成的偏誤形成一個重要的議題。因此，本研究試圖發展Q技術之量表用來衡量「個人組織適配」、「個人工作適配」、「個人群體適配」及「個人主管適配」，希望藉由兩種不同的測量方法降低研究中的共同方法變異。
本研究有五個主要研究目的為：(1)發展有效度及易於填答之「個人組織適配」、「個人工作適配」、「個人群體適配」及「個人主管適配」量表；(2)利用直接衡量法與間接衡量法的相關分析去測試上述量表的「效標關連效度」(Criterion-related Validity)；(3)利用組織承諾、工作滿足、離職傾向及工作找尋行為去檢驗上述量表的「效標關連效度」；(4)剖析四大類個人環境適配對組織承諾、工作滿足、離職傾向及工作找尋行為之影響；(5)顯現臺灣工作者偏好的組織文化、工作特性、主管領導行為及工作群體特徵。
因此，我們精簡O’Reilly等學者(1991)所發展的「組織文化側寫」(Organizational Culture Profile; OCP)，並自行發展「工作特性側寫」(Job Characteristics Profile; JCP)、「主管領導行為側寫」(Supervisor Leadership Profile; SLP)、及「工作群體特徵側寫」(Workgroup Characteristics Profile; WCP)，接著以兩類的效標（直接衡量法和工作態度/工作找尋）測試其效度。儘管直接與間接的衡量所產出之數據相關性不顯著，但本研究所發展之量表所測量出的四類個人環境適配與組織承諾、工作滿足、離職傾向及工作找尋行為都至少三個以上的依變數有顯著相關。為了驗證提出之假設，我們採取迴歸分析去探討個人環境適配對於依變數的總影響力以及不同類別的個人環境適配又各自如何影響依變數。結果顯示，個人組織適配與個人主管適配對於四項依變數皆有顯著的影響力，但個人工作適配及個人群體適配的影響力並沒有在本研究被凸顯。最後，我們將臺灣工作者的偏好藉由Q技術數量化，排行出前三名臺灣工作者所偏好的組織文化、工作特性、主管領導行為及工作群體特徵。

In the field of organizational behavior, it has been a long-range debate whether personality attributes or situations impact individuals’ behavior more significantly. Actually, person and work environment both can not be ignored, researcher have noticed the concept of person-environment (P-E) fit proved to influence various work outcomes significantly. Furthermore, there is an emerging issue about common method variance (CMV) in the field of fit researches. As a result, this research intends to develop four Q-sort profiles to apply Q-methodology for measuring P-O, P-J, P-S as well as P-G fit such that the bias of common method variance can be reduced.
We proposed five research objectives in this research: (1) to develop four valid and manageable Q-sort profiles as indirect measures of P-O, P-J, P-G, and P-S fit; (2) to test the correlation between direct and indirect measures of P-E fit such that the criterion-related validity of the four Q-sort profiles can be verified; (3) to test the individual relationships between four main types of P-E fit and their outcome criteria so as to verify the criterion-related validity; (4) to understand the overall and relative impacts of four types of P-E fit on their outcomes; (5) to manifest the most desirable and undesirable organizational culture, job contents, supervisor leadership behaviors, and workgroup characteristics of employees in Taiwan.
Thus, the four Q-sort profiles (i.e., condensed OCP, Job Characteristics Profile, Supervisor Leadership Profile, and Workgroup Characteristics Profile) have been developed, and validated by two categories of criteria (i.e. direct measures and work0related outcomes). Despite that the correlation between indirect and direct measures of P-E fit is not significant, indirect measure of P-O, P-J, P-G, and P-S fit are significantly correlated with at least three work-related outcomes. Next, we test our hypotheses with a regression analysis, and the result reveals that P-O and P-S fit have strong impacts on their work-related outcomes, but the impacts of P-J and P-G fit are not salient. Finally, we present the preferences of employees in Taiwan through their own rankings.

CONTENTS
CHAPTER 1 INTRODUCTION.....................................1
1.1 RESEARCH BACKGROUND AND MOTIVES.....................................1
1.2 RESEARCH OBJECTIVES.....................................3
1.3 RESEARCH PROCEDURE.....................................4
CHAPTER 2 LITERATURE REVIEW.....................................7
2.1 PERSON-ENVIRONMENT FIT.....................................7
2.1.1 Background of Person-Environment Fit.....................................7
2.1.2 Conceptualizations of Person-Environment Fit.....................................7
2.1.3 Methodologies to Assess Person-Environment Fit.....................................9
2.2 PERSON-ORGANIZATION FIT.....................................10
2.2.1 Background of Person-Organization Fit.....................................10
2.2.2 Conceptualizations of Person-Organization Fit.....................................10
2.2.3 Methodologies to Assess Person-Organization Fit.....................................13
2.3 PERSON-JOB FIT.....................................15
2.3.1 Background of Person-Job Fit.....................................15
2.3.2 Conceptualizations of Person-Job Fit.....................................16
2.3.3 Methodologies to Assess Person-Job Fit.....................................16
2.4 PERSON-GROUP FIT.....................................18
2.4.1 Background of Person-Group Fit.....................................18
2.4.2 Conceptualizations of Person-Group Fit.....................................18
2.4.3 Methodologies to Assess Person-Group Fit.....................................19
2.5 PERSON-SUPERVISOR FIT.....................................20
2.5.1 Background of Person-Supervisor Fit.....................................20
2.5.2 Conceptualizations and Measurement of Person-Supervisor Fit.....................................21
2.6 P-E FIT’S RELATIONSHIPS WITH OUTCOME VARIABLES.....................................22
2.6.1 Organizational Commitment.....................................22
2.6.2 Job Satisfaction.....................................27
2.6.3 Intent to Leave.....................................30
2.6.4 Job Search Behavior.....................................34
CHAPTER 3 Q-METHODOLOGY.....................................38
3.1 BACKGROUND OF Q-METHODOLOGY.....................................38
3.1.1 What is Q-methodology?.....................................38
3.1.2 Procedural Steps of Q-methodology.....................................39
3.1.3 Why Q-methodology?.....................................39
3.2 Q-SORT PROFILES DEVELOPMENT.....................................40
3.2.1 Profile Development Process Introduction.....................................40
3.2.2 Reviews of Scales and Writings.....................................41
3.2.3 Descriptor Identifying.....................................44
3.2.4 Pilot Study.....................................45
3.3 OPERATIONALIZATIONS OF THE CRITERIA.....................................47
3.3.1 Direct Person-Environment Fits.....................................47
3.3.2 Work-Related Outcome Variables.....................................49
3.4 DESCRIPTIVE STATISTICS.....................................52
3.4.1 Sampling.....................................52
3.4.2 Characteristics of Samples.....................................53
CHAPTER 4 CRITERION-RELATED VALIDITY TEST.....................................59
4.1 CRITERION-RELATED VALIDITY TEST.....................................59
4.1.1 Criterion-related Validity.....................................59
4.1.2 Correlation Analysis of Q-sort Profiles and Their Criteria.....................................59
4.1.3 Correlations between Four Types of P-E Fit.....................................63
4.2 HYPOTHESES TEST.....................................64
4.2.1 P-E fits and Organizational Commitment.....................................64
4.2.2 P-E fits and Job Satisfaction.....................................65
4.2.3 P-E fits and Intent to Leave.....................................65
4.2.4 P-E fits and Job Search Behavior.....................................66
4.3 WHAT EMPLOYEES IN TAIWAN PREFER.....................................67
4.3.1 Organizational Cultural Values.....................................67
4.3.2 Job Characteristics.....................................67
4.3.3 Supervisor Leadership Behavior.....................................68
4.3.4 Workgroup Characteristics.....................................68
CHAPTER 5 CONCLUSIONS AND DISCUSSIONS.....................................69
5.1 CONCLUSIONS.....................................69
5.1.1 The Development of Q-sort Profiles.....................................69
5.1.2 The Criterion-related Validity of Profiles.....................................69
5.1.3 The Relationships between P-E fits and Their Outcomes.....................................70
5.1.4 Preferences of Employees in Taiwan.....................................71
5.2 MANAGERIAL IMPLICATIONS AND SUGGESTIONS.....................................72
5.2.1 For Managers.....................................72
5.2.2 For Workers and Job Seekers.....................................73
5.3 LIMITATIONS AND FUTURE RESEARCH SUGGESTIONS.....................................73
5.3.1 Limitations.....................................74
5.3.2 Suggestions for Future Research.....................................74
REFERENCES.....................................76
APPENDIX 1 REDUCED ORGANIZATIONAL CULTURE PROFILE.....................................84
APPENDIX 2 JOB CHARACTERISTICS POOL.....................................84
APPENDIX 3 WORKGROUP CHARACTERISTICS POOL.....................................86
APPENDIX 4 SUPERVISOR CHARACTERISTIC POOL.....................................88
APPENDIX 5 PILOT STUDY TABLE.....................................92
APPENDIX 6 SURVEY DESIGN: INDIRECT AND DIRECT MEASURES OF P-O & P-J FIT.....................................97
APPENDIX 7 SURVEY DESIGN: INDIRECT AND DIRECT MEASURES OF P-S & P-G FIT.....................................101
APPENDIX 8 SURVEY DESIGN: P-E FITS AND THEIR OUTCOMES.....................................105
APPENDIX 9 TEMPLATE FOR CALCULATION OF INDIRECT FIT SCORES: P-O FIT AS AN EXAMPLE.....................................111
APPENDIX 10 MANDARIN-ENGLISH COMPARISON: CONDENSED OCP.....................................112
APPENDIX 11 MANDARIN-ENGLISH COMPARISON: JOB CHARACTERISTICS PROFILE.....................................113
APPENDIX 12 MANDARIN-ENGLISH COMPARISON: SUPERVISOR LEADERSHIP PROFILE.....................................114
APPENDIX 13 MANDARIN-ENGLISH COMPARISON: WORKGROUP CHARACTERISTICS PROFILE.....................................115

TABLES
TABLE 2.1 INSTRUMENTS TO ASSESS COMMENSURATE VALUE PROFILES…………………………………………………………………………………………………………13
TABLE 2.2 SIMILARITY INDICES UNSED IN ORGANIZATIONAL RESEARCH……………………………………………………………………………………………………….14
TABLE 2.3 VARIOUS CONCEPTUALIZATIONS OF ORGANIZATIONAL COMMITMENT BY DIFFERENT SCHOLARS……………………………………………………………..………………..25
TABLE 2.4 MEASUREMENT INSTRUMENTS OF JOB SATISFACTION…………………………………………………………………………………………………29
TABLE2.5 SUMMARY OF FOUR GENERIC DECISION TYPES……….………………..……..31
TABLE 2.6 THE EIGHT MOTIVATIONAL FORCES OF ATTACHMENT AND WITHDRAWAL TYPES………………………………………………………………..…………………….33
TABLE 3.1 DIRECT P-O FIT MEASURES………………………………………………………………47
TABLE 3.2 DIRECT P-J FIT MEASURES………………………………………………………………48
TABLE 3.3 DIRECT P-G FIT MEASURES………………………………………………………………49
TABLE 3.4 DIRECT P-S FIT MEASURES………………………………………………………………49
TABLE 3.5 ORGANIZATIONAL COMMITMENT QUESTIONNAIRE….......................…50
TABLE 3.6 GENERAL SATISFACTION…………………………………………………………………51
TABLE 3.7 INTENT TO LEAVE……………………………………..…………………………………….51
TABLE 3.8 JOB SEARCH BEHAVIOR INDEX……………………….………..…………………….52
TABLE 3.9 DEMOGRAPHIC AND ORGANIZATIONAL STATISTICS:
SAMPLE 1…………………………………………………………………………………..…………………….54
TABLE 3.10 DEMOGRAPHIC AND ORGANIZATIONAL STATISTICS:
SAMPLE 2…………………………………………………………………………………………………………55
TABLE 3.11 DEMOGRAPHIC AND ORGANIZATIONAL STATISTICS:
SAMPLE 3…………………………………………………………………………………………………………57
TABLE 4.1 INDIRECT AND DIRECT MEASURES OF P-E FIT………………………………….60
TABLE 4.2 CORRELATION ANALYSIS: INDIRECT FIT SCORES AND WORK-RELATED OUTCOMES………………………………………………………………………………………………………63
TABLE 4.3 CORRELATIONS BETWEEN P-E FITS…………………………………………………63
TABLE 4.4 REGRESSION ANALYSIS……………………………………..……………………………64
TABLE 4.5 HYPOTHESES TEST…………………………………………………………………..……..66
TABLE 4.6 THE RANKING OF DESIRABLE ORGANIZATIONAL VALUES……………………………………………………………………………………………………………67
TABLE 4.7 THE RANKING OF DESIRABLE JOB CHARACTERISTICS…………………….68
TABLE 4.8 THE RANKING OF DESIRABLE SUPERVISOR LEADERSHIP BEHAVIOR……………………………………………………………………………………………………….68
TABLE 4.9 THE RANKING OF DESIRABLE WORKGROUP CHARACTERISTICS…………………………………………………………..……………………………..68

FIGURES
FIGURE 1.1 RESEARCH PROCEDURE……………………………………………..……………………6
FIGURE 2.1 A MODEL OF PERSON-ORGANIZATION FIT………………………………………11
FIGURE 2.2 VARIOUS CONCEPTUALIZATIONS OF PERSON-ORGANIZATION FIT…………………………………………………………………………………………………………..……….12
FIGURE 2.3 EMPLOYEE WITHDRAWAL DECISION PROCESS……………………………..31
FIGURE 2.4 A MODEL OF JOB SEARCH AMONG EMPLOYED MANAGERS………………………………………………………………………………………………………36

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