Impact of person-job fit and person-organization fit on employee engagement: Moderating role of supervisor support

Abstract

Purpose: This study aimed to examine the impact of two fit concepts, namely, person-job fit (P-J) and person-organization fit (P-O), on employee engagement while taking supervisor support as the moderating variable. Research Methodology: The relationships among constructs were analyzed using correlation, and the study hypotheses were tested using regression. All employees of different mobile telecommunication companies in Bangladesh comprised the study population. The sample size was 100, which was taken using the judgmental sampling technique. Primary data were collected from a field-level survey using a structured questionnaire. Results: The results revealed a positive association between employee engagement and person-job fit, while person-organization fit had a similar association with engagement. The impact of these variables on employee engagement ultimately affects turnover intentions. This study also revealed that the association between person-organization fit and employee engagement is positively moderated by supervisor support. Limitations: The study used a common non-probability sampling technique and a small sample size, which is a limitation. Contribution: The insights will help managers to ensure a match between the job and organizational requirements and those of employees. The study will also inspire future research to connect Field Theory and social exchange theory (SET) with different concepts in different country and industry contexts. Novelty: For the first time in the relevant field, the study simultaneously connected field theory and SET theory with P-J and P-O fit with employee engagement.