||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.