Person-Organization Fit, Perceived Organizational Support, and Organizational Citizenship Behavior: The Role of Job Embeddedness

Journal of Human Resources in Hospitality & Tourism
ISSN: 1533-2845 (Print) 1533-2853 (Online) Journal homepage: http://www.tandfonline.com/loi/whrh20
Person–organization fit, perceived organizational

support, and organizational citizenship behavior:
The role of job embeddedness
Bilal Afsar & Yuosre F. Badir
To cite this article: Bilal Afsar & Yuosre F. Badir (2016) Person–organization fit, perceived
organizational support, and organizational citizenship behavior: The role of job
embeddedness, Journal of Human Resources in Hospitality & Tourism, 15:3, 252-278
To link to this article: http://dx.doi.org/10.1080/15332845.2016.1147936
Published online: 19 Apr 2016.
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Download by: [University of Lethbridge] Date: 19 April 2016, At: 10:58

JOURNAL OF HUMAN RESOURCES IN HOSPITALITY & TOURISM
2016, VOL. 15, NO. 3, 252–278
http://dx.doi.org/10.1080/15332845.2016.1147936
Person–organization fit, perceived organizational support,

and organizational citizenship behavior: The role of job
embeddedness
Bilal Afsara and Yuosre F. Badirb
a
Department of Management Science, Hazara University, Mansehra, Pakistan; bSchool of Management,
Asian Institute of Technology, Bangkok, Thailand
Downloaded by [University of Lethbridge] at 10:58 19 April 2016
ABSTRACT KEYWORDS
This research examines the moderating effects of job Job embeddedness;
embeddedness on organizational citizenship behavior through organizational citizenship
both person–organization fit and perceived organizational support behavior; perceived
as well as the mediating effect of perceived organizational support organizational support;
person–organization fit
on the relationship between person–organization fit and
organizational citizenship behavior. Using a sample of 673 hotel
employees and 131 managers, it was found that perceived
organizational support mediated the relationship between
person–organization fit and organizational citizenship behavior.
The results also showed that the relationship between person–
organization fit and organizational citizenship behavior, and the
relationship between perceived organizational support and
organizational citizenship behavior were stronger among
employees who were more embedded into their jobs. The results
revealed that hotels in China that strive for organizational
citizenship behavior should focus primarily on perceived
organizational support and person–organization fit. In light of the
findings, the article offers insight into the practical implications for
organizational citizenship behavior. Limitations and future
research directions are discussed at the end.
Introduction
The phenomenal growth and competitive intensity in the hotel industry demands
that hotels gain advantage through employees (Tajeddini, 2010). For over 20 years,
organizational citizenship behavior (OCB) has taken an important place in the
organizational theory literature (Hoffman, Blair, Meriac, & Woehr, 2007; Sevi,
2010). Research on OCB is vital because managers view it as beneficial and those
who engage in it as an asset to improve firm performance (Yen & Niehoff, 2004).
When organizations cultivate superior citizenship behaviors, they happen to be
more attractive places to work and are able to hire, train, and retain the best people
CONTACT Bilal Afsar afsarbilal@yahoo.com Department of Management Science, Hazara University,

Mansehra, 21300 Pakistan.
© 2016 Taylor & Francis Group, LLC
JOURNAL OF HUMAN RESOURCES IN HOSPITALITY & TOURISM 253
with decreased turnover and improved job performance (George & Bettenhausen,
1990; Koys, 2001). Hotel managers must promote certain citizenship behaviors
beyond regular job functions (Chiang & Hsieh, 2012) to achieve organizational
objectives and high firm performance (Karatepe & Sokmen, 2006). OCB has been
defined as participating in activities or actions that are not formally a part of the
job description, but are beneficial for the organization as a whole (Organ & Ryan,
1995). Thus, OCBs are non-compulsive, discretionary, and constructive behaviors
that are directed to the organization or to its members (Newland, 2012).
The hotel industry emphasizes customer services, creation of unique service
experiences, and being innovative in service management, which are essentially
OCB (Morrison, 1994). However, OCB is voluntary and is not a formal part of an
employee’s job description (Fisher, McPhail, & Menghetti, 2010). Thus, it cannot
be impelled by formal incentives or reward mechanisms (Podsakoff, Ahearne, &
MacKenzie, 1997). Therefore, encouraging the hotel employees to display OCB

and to understand what factors influence OCB are important areas of research
both in academia and in practice for hoteliers. Generally, a variety of organiza-
tional (supervisory behavior, transformational leadership and leader–member
exchange, organization’s culture and climate, support for innovation, job auton-
omy, task and goal interdependence) and individual factors (personal characteris-
tics, problem solving style, self-efficacy, propensity to innovate) have been studied
as important antecedents of OCB (Janssen, van de Vliert, & West, 2004; Mumford
& Licuanan, 2004; Scott & Bruce, 1994; Yuan & Woodman, 2010). An individual’s
summarized perception of his or her work environment was, however, an impor-
tant antecedent of OCB (Eisenberger, Fassolo, & Davis-LaMastro, 1990).
Employees who work in hotels should demonstrate more prosocial behaviors
because they deal with superior service quality and customer experience manage-
ment, more diverse customer demographics, including international customers
and greater competitive pressure to differentiate themselves (Raub, 2008; Williams
& Shaw, 2011). For creating a positive customer experience, companies staff
employees who can better understand their own values, as well company values
and expectations. This match between individual and company values helps in cre-
ating a unique customer experience, which is pivotal for service industries in par-
ticular (Kim & Brymer, 2011). In view of such imperative contributions to
organizational success, it is vital for managers to comprehend how and why
employees engage in OCBs (Wang, Hinrichs, Prieto, & Howell, 2013).
Perhaps the most important, but least explored, issue in the literature is the
moderating role of job embeddedness (JE) on the relationship between person–
organization (PO) fit, perceived organizational support (POS), and OCB. There is
accumulating evidence that JE explains significant variance in turnover, absentee-
ism, job performance, and OCBs (Crossley, Bennett, Jex, & Burnfield, 2007; Lee,
Mitchell, Sablynski, Burton, & Holtom, 2004; Sekiguchi, Burton, & Sablynski 2008;
Trevor & Nyberg, 2008). What is less clear currently is how JE may interact when
predicting OCB. The moderating effect of JE on the relationship between leader–
254 B. AFSAR AND Y. F. BADIR
member exchange, organization based self esteem, and OCB (Sekiguchi et al.,
2008) suggests that JE could moderate between other psychological factors and
OCB as well. The present study attempts to condense this gap by investigating the
interrelationships among these four important factors.
According to Ramesh and Gelfand (2010), almost all the published research on the
JE model has been in the United States or the United Kingdom, thus leaving a major
void that needs to be addressed. By testing these relationships in China (an Asian con-
text), the study will contribute further to the body of literature. Employees who believe
that their organizations value their contributions, care about their well-being, and ful-
fill their socioemotional needs exhibit a high level of commitment, motivation, and
OCB (Moorman, Blakely, & Niehoff, 1998). Building on the theoretical and empirical
research on POS, a proposition that is yet to be studied is advanced; namely, that POS
mediates the relationship between PO fit and OCB. By doing this, this research
addresses the call for research to examine additional substantive moderators (De Coo-
man, De Gieter, & Hofmans, 2010; Leung & Chaturvedi, 2011; Suazo & Stone-Romero,
2011; Suazo & Turnley, 2010; Wheeler, Gallagher, Brouer, & Sablynski, 2007).
Statement of purpose
The purpose of this research was to examine the mediating effect of POS on the
linkage between PO fit and OCB, and the moderating effect of JE on the relation-
ship among PO fit, POS, and OCB.
Research objectives
The objectives of research are to: (1) study the relationship between PO fit and
OCB; (2) examine the relationship between POS and OCB; (3) determine the
mediating effect of POS on the relationship between PO fit and OCB; and (4) eval-
uate the moderating role of JE on the relationship between PO fit and OCB and
POS and OCB.
Review of the literature and hypotheses

The relationship between PO fit and OCB
Essentially, PO fit theory posits that there are characteristics of organizations that
have the potential to be congruent with characteristics of individuals, and those indi-
viduals’ attitudes and behaviors will be influenced by the degree of congruence or
“fit” between individuals and organizations (Argyris, 1957; Chatman, 1989). Kristof
(1996) defined PO fit as the “compatibility between people and the organizations in
which they work” (p. 12). The fit between employees and their organization tends to
have a significant influence on a variety of important work-related attitudes and
behaviors, such as job satisfaction, organization citizenship behavior, organizational
commitment, turnover intention, and performance (Cable & Parsons, 2001; De Coo-
man, et al., 2010; Hoffman & Woehr, 2006; Valentine, Godkin, & Lucero, 2002).
PO fit is high when values, goals, personality, attitudes, knowledge, skills, and

abilities of employees match with culture, climate, values, goals, norms, organiza-
tional resources, and task-related and interpersonal growth opportunities (Cable &
DeRue, 2002; Cable & Parsons, 2001; Leung & Chaturyedi, 2011). A better organi-
zational fit increases employee’s intrinsic motivations, job involvement, and hence
OCB (Dineen, Ash, & Noe, 2002). If the employee’s all-encompassing approach to
work and the organization are not harmonious, then the fit with the organization
is low (Ostroff, Shin, & Kinicki, 2005).
PO fit has been identified by many scholars as one of the most important factors
that influence OCB (de Lara, 2008; Ramesh & Gelfand, 2010; Yen & Ok, 2011).
Employees with a good PO fit are satisfied with their tasks and intrinsically moti-
vated, and those who are intrinsically motivated display citizenship behaviors
more often (De Jong & Den Hartog, 2007). Examples of citizenship behavior
expected from employees may include helping a coworker who has been absent
from work, motivating others to work effectively as well as efficiently for the orga-
nization, speaking good about the organization to the outside world, offering ideas
to improve the functioning of the organization, showing concern for the image of
the organization, volunteering for extra duty when needed, representing the com-
pany enthusiastically at public functions, acting in ways that improve morale, and
resolving unconstructive interpersonal conflict (Organ & Ryan, 1995).
Research suggest that because PO fit is able to satisfy several of employees’
needs, desires and preferences (Chatman, 1989; Kristof, 1996), so it would bring
forth positive sentiments and behaviors of employees (e.g., trust, creativity, job
involvement, commitment, and satisfaction) which, in turn, would move them to
perform helpful behaviors for the organization (de Lara, 2008). Previous studies
indicate that the more individuals fit into their organization, the more positive
work-related outcomes can be achieved, including lower stress levels (de Lara,
2008), higher job involvement (Lauver & Kristof-Brown, 2001; Silverthorne, 2004),
greater organizational commitment (Chatman, 1989; Valentine, Godkin, & Lucero,
2002), better work attitudes (Verquer, Beehr, & Wagner, 2003), greater perfor-
mance ratings (Goodman & Svyantek, 1999; O’Reilly, Chatman, & Caldwell,
1991), and lower staff turnover (Hoffman & Woehr, 2006; Kristof-Brown, Zim-
merman, & Johnson, 2005). Yen and Ok (2011) summarized in a study of 250 ser-
vice employees that those employees who had high PO fit were more likely to
engage in discretionary behaviors and citizenship behaviors. In light of the preced-
ing discussion and findings, it is proposed that:
Hypothesis 1: There is a positive relationship between PO fit and OCB.
The relationship between POS and OCB

In the last decade, POS has been the focus of much attention (Allen, Shore, & Grif-
feth, 2003; Bishop, Scott, Goldsby, & Cropanzano, 2005; Houghton & DiLiello,
2010; Howes, Cropanzano, Grandey, & Mohler, 2000; Jawahar & Hemmasi, 2006;
Pearce & Herbik, 2004; Rhoades & Eisenberger, 2002; Stamper & Johlke, 2003;
Stinglhamber & Vandenberghe, 2003). POS is an employee belief that the organi-
zation cares for and values his or her contribution, in the long term, to the success
of the organization (Krishhan & Mary, 2012).
POS refers to employees’ perceptions concerning the extent to which the organi-
zations value their contribution and care about their socioemotional needs
(Rhoades, Eisenberger, & Armeli, 2001). POS has been found to have important
consequences on employee performance and reciprocation of support, respect, and
match between employee and employer (Foley, Hang-Yue & Lui, 2005; Krishhan
& Mary, 2012). Eisenberger, Cummings, Armeli, and Lynch (1997) proposed that
when an employee’s perception of the way the organization appreciates his or her
contribution, values his or her contribution, and cares about his or her well-being
increases, it fosters employee performance by advancing an intangible element of
exchange between the employee and his or her organization (Rhoades & Eisen-
berger, 2002). Thus, POS responds to important social and emotional needs of the
employee by considering his or her aspirations and values.
Recent literature reviews on POS (Jain, Giga & Cooper, 2013; Shen et al., 2014)
and OCB (Organ, Podsakoff, & MacKenzie, 2006; Paille, Bourdeau & Galois, 2010)
concur regarding the positive link between the two concepts. The fact of POS being
linked to OCB is explained by the fact that an employee who perceives support
from his or her organization feels a moral debt that encourages the desire for reci-
procity in the form of citizenship behavior. Therefore, the following hypothesis is
advanced:
Hypothesis 2: There is a positive relationship between POS and OCB.
The mediating role of POS

Social exchange theory explains why PO may affect OCB through POS. According
to this theory, employees feel obliged to repay the organization beyond what is
expected of them within the formal role definition in response to the goodwill and
care of the employer toward its employees (Rhoades & Eisenberger, 2002), and
both employers and employees will take into account the needs of the other when
needed, thus further increasing the motivation of employees to engage in OCB
(Hochwarter, Kacmar, Perrewe, & Johnson, 2003). Cable and DeRue (2002) pro-
posed that when employees perceive their values and aspirations to match their
organization’s values, they show high levels of commitment and are more likely to
attribute positive motives to the organization’s behaviors and actions toward them.
Moreover, Eisenberger et al. (1997) argued that POS exists because employees tend
to anthropomorphize, or personify, organizations. If employees ascribe disposi-
tional traits and values to their organizations that match their personal values, PO
fit perceptions, OCB and POS are theoretically linked.
Individuals that possess similar characteristics with their mentors and/or super-
visors are likely to invest in developmental relationships and get the social support
needed to help them satisfy their career preferences and advance to higher levels.
Mentorship and interpersonal support arise from similarity to the managerial hier-
archy in an individual’s organization. The similarity-attraction perspective argues
that individuals are attracted to and prefer those similar to themselves (Byrne,
1971). Kanter (1977) believed that managers choose individuals socially similar to
themselves to progress and advance. These managers would provide inducements
including opportunities for training and development, support, and career rewards
in exchange for the employee providing loyalty and commitment (Rousseau,
2004). Such homogeneity promotes congruence between the person and the orga-
nization (PO fit) since it establishes an ongoing relationship between employer
and employee (Ackah & Heaton, 2004).
Godshalk and Sosik (2003) found that employees who possess values similar to
their organization’s reported the highest levels of psychological support from their
managers and organizations. Individuals with high levels of PO fit invest in net-

working relationships with other individuals (coworkers, mentors, supervisors) in
their work environment, and POS may emanate either from the supervisor (per-
ceived supervisor support) or peers, mentors, or other senior managers (Ballout,
2007). Thus PO fit will increase perceived social support at work in the form of
mentorship, networking, and supportive work relationships.
Yen and Ok (2011) noted that individuals come to organizations with certain
needs, aspirations, knowledge, skills, abilities, expectations, and so forth, and fore-
see an environment where they can utilize their abilities and satisfy many of their
basic aspirations and needs. Individuals feel highly involved in an activity or an
organization when they recognize a potential that their work satisfies their salient
needs (Kanungo, 1979). According to Suazo and Turnley (2010), the outcomes of
POS have been widely studied, but relatively less attention has been paid to the
mediating role of this construct. The meta-analysis of 70 studies by Panaccio and
Vandenberghe (2009); Rhoades and Eisenberger (2002); and Krishhan and Mary
(2012) suggested that higher levels of POS resulted in lower turnover intention,
tardiness, job stress, and absenteeism, and a sense of obligation within the individ-
uals to reciprocate the organization with better job performance and increased
OCBs, in-role and extra-role job performance, as well as stronger continuance and
affective and normative organizational commitment.
Employees develop POS through assessing their working conditions, perceived
fairness, intrinsic and extrinsic organizational rewards, and support received from
supervisors (Rhoades & Eisenberger, 2002). If employees perceive a better match
between their values and the organizational values, they will feel the organization
is fair and might increase their task performance and OCB (MacKenzie, Podsakoff,
& Fetter, 1993). The employees, through the norm of reciprocity, feel that they are
indebted to the organization and they attempt to pay back the organization
through performing OCBs (Halbesleben et al., 2008). Thus, PO fit may be related
to OCB because apprehensions of similarity between employee’s and organiza-
tion’s values affect an employee’s general perception that an organization values
him or her, and this perception of organizational support may prompt the
employee to reciprocate with increased citizenship behaviors.
PO fit has been found to have a significant positive relationship with OCB
toward the organization (de Lara, 2008; Kristof, 1996; Podsakoff, MacKenzie,
Paine, & Bachrach, 2000). According to Godshalk and Sosik (2003) and social
exchange theory, POS is enhanced when employees perceive that a better match
exists between their and organizations’ values. Under the norm of reciprocity,
employees with high POS would then have a feeling of obligation to repay the
organization in terms of increased OCB (de Lara, 2008). In view of the above, it is
hypothesized that:
Hypothesis 3: POS mediates the relationship between PO fit and OCB.
The moderating role of JE

JE is a new construct developed to capture a more comprehensive view of the
employee-employer relationship (Holtom & O’Neill, 2004). JE is composed of con-
textual and perceptual forces that bind people to the location, people, and issues at
work (Mitchell, Holtom, Lee, Sablynski, & Erez, 2001), and includes factors such
as family, friends and coworkers, marital status, community involvement, health
care and other fringe benefits, promotional opportunities, and job tenure. Meta-
phorically, JE is like a net or a web in which one can become “stuck.” The critical
aspects of JE are (a) the extent to which people have links to other people or activi-
ties, (b) the extent to which their job and community are similar to or fit with the
other aspects in their life space, and (c) the ease with which links can be broken—
what they would give up if they left, especially if they had to physically move to
another city or home. JE is a new construct developed to capture a more compre-
hensive view of the employee-employer relationship (Holtom & O’Neill, 2004).
The three dimensions of JE are called links, fit, and sacrifice. Links are character-
ized as formal or informal connections between a person and institutions or other
people. Embeddedness suggests that a number of strands connect an employee and
his or her family in a social, psychological, and financial web that includes work and
non-work friends, groups, the community, and the physical environment in which
he or she lives (Crossley et al., 2007). The higher the number of links between the
person and the web, the more an employee is bound to the job and the organization.
A variety of research streams suggest that there is normative pressure to stay on a
job, which derives from family, team members, and other colleagues (Maertz,
Stevens, Campion, & Fernandez, 1996; Prestholdt, Lane, & Mathews, 1987).
There are a handful of prior studies of JE in the hospitality sector explaining the
fact that JE explains a significant amount of variance above and beyond measures of
employee engagement (Karatepe & Karadas, 2012), job satisfaction (Felps et al.,
2009), and organizational commitment (Tanova & Holtom, 2008). According to
Tanova and Holtom (2008), the managers could establish mentoring programs to
strengthen the links employees have with others in the organization. Fit is defined as
an employee’s perceived compatibility or comfort with an organization, and with his
or her environment. The research posits that the better the fit, the higher the likeli-
hood that an employee will feel professionally and personally tied to the organiza-
tion. Cable and Judge (1996), Cable and Parsons (1999), and Werbel and Gilliland
(1999) reported that people self-select jobs based on value congruence and that
employers try to hire on that basis. Many socialization practices follow similar pro-
cesses. More specifically, initial job choice and socialization are related to perceived
fit, which in turn affects turnover. Thus, a person’s fit with the job and organization
relates to attachments to the organization. There are similar community dimensions
of fit as well. The weather, amenities, and general culture of the location in which
one resides are further examples. In addition, outdoor activities (e.g., fishing, skiing),
political and religious climates, and entertainment activities (college or professional
sports, music, theater) vary dramatically by region and location.

Sacrifice captures the perceived cost of material or psychological benefits that
may be forfeited by leaving one’s job. For example, leaving an organization likely
promises personal losses (e.g., giving up colleagues, interesting projects, or pleasant
perks). The more an employee gives up when leaving, the more difficult it is to
sever employment with the organization (Shaw, Delery, Jenkins, & Gupta, 1998).
Individuals who are highly embedded are also highly involved with their organiza-
tions, or at least have high expectations for future interactions with individuals
and groups in their organizations (Sekiguchi et al., 2008).
Highly embedded individuals have a high degree of interconnectedness with their
peers (i.e., links), and they would give up a lot if they quit their organization (i.e.,
outcome involvement or sacrifice). In fact, Johnson and Eagly (1989) found in a
meta-analysis that individuals who are highly embedded are more closed-minded.
As PO fit is about strong social ties and homogeneity, the relationship between PO
fit and OCB can be strengthened when individuals identify with, or expect a high
level of future interaction with, a group or organization (like someone who is highly
embedded), and are more likely to perceive a sense of “oneness” with the organiza-
tion (e.g., Cable & DeRue, 2002; Sacks & Ashforth, 1997), which will generally favor
the organization’s perspective and behave in ways that are helpful. Baumeister and
Leary (1995) suggested that individuals have a fundamental need to belong to social
groups. They drew on previous research that shows that people easily form and are
reluctant to break social bonds, and are willing to expend effort to form and main-
tain these enduring interpersonal attachments. In line with this, experimental
research suggests that JE fosters the motivation to cooperate and comply with social
groups. Additionally, De Cremer and Van Knippenberg (2002) found that JE posi-
tively affected OCB. They suggest that JE may lead individuals to assign more
weight to the group’s interest, which may in turn engender such behaviors.
Although organizations in most industries struggle at one time or another with
recruiting, selecting, and retaining a talented work force (Tzeng, 2002), retention is
particularly critical in the hotel industry and JE models should be employed to
make employees loyal and better citizens of the organization (Crossman & Abou-
Zaki, 2003; Khatri, Fern & Budhwar, 2001). JE has numerous strands that tie an
employee and his or her family in a social, psychological, and financial web that
includes work and non-work friends, coworkers and groups, the community, and
the physical environment in which he or she lives. JE can be work related (e.g., pos-
itive relationships with supervisor and coworkers, good health benefits, respect
among coworkers) or non-work related (e.g., spouse works in the same area, home
is nearby, parents live in the same community). It is thought that the more connec-
tions one has with an organization or group, the more embedded the individual
may become into the web, and the more embedded one is with the job, the more
positive an individual’s work and behavioral attitudes become (Cunningham, Fink,
& Sagas, 2005; Mitchell et al., 2001).
There has been a growing body of research on the impact of JE on OCB, volun-
tary turnover, intrinsic motivation, job performance, and organization commit-

ment (Crossley et al., 2007; Halbesleben & Wheeler, 2008; Lee et al., 2004; Mallol,
Holtom, & Lee, 2007; Mitchell et al., 2001; Sekiguchi et al., 2008). However,
according to Ramesh and Gelfand (2010), almost all the published research on the
impact of JE on employee’s OCB has been in the United States or the United King-
dom, thus leaving a major gap that needs to be addressed.
How does JE affect OCB? Bambacasa and Kulik (2013) regarded JE as a moderator
in linkage between HR practices and employee work outcomes. Pandey, Wright, and
Moynihan (2008) examined how employees who experience a strong PO fit in terms
of value congruence are more likely to offer a long-term commitment and OCB. It is
important for persons to be in jobs and communities that are a “good fit” for them
(Ramesh & Gelfand, 2010). Individuals choose occupations that fit their preferences
(Kristof, 1996) and are more satisfied in jobs that help them use unique skills and abil-
ities because they experience more positive and less negative effects and are likely to
choose to remain in that environment by helping other coworkers and displaying citi-
zenship behaviors (Kristof-Brown et al., 2005). Wijayanto and Kismono (2004) dis-
covered a positive relationship between JE and prosocial behaviors in a study of 171
nurses and their supervisors. Mitchell, Sablynski, Burton, and Holtom (2004) revealed
that embeddedness moderated the effects of absences, citizenship, and performance
on turnover of employees. In the same lode, Taunton, Boyle, Woods, Hansen, and
Bott (1997) found that manager consideration (the degree to which managers con-
sider the comfort, opinions, wellbeing, status, and contributions of their staff)
explains a greater variance in turnover of nursing staff than do variables of stress,
commitment, job enjoyment, autonomy, or personal power. Karatepe (2012) found,
in a study on hotel employees, that POS increases service recovery performance and
JE acts as a moderator of the effects of POS on turnover intentions and service recov-
ery performance. Thus, the following hypotheses are proposed:
Hypothesis 4: JE will moderate PO fit-OCB relationships. When JE is high, the greater the
likelihood that the relationship between PO fit and OCB will be high.
Hypothesis 5: JE will moderate POS-OCB relationships. When JE is high, the greater the
likelihood that the relationship between POS and OCB will be high.
Figure 1 presents the proposed model of this study.
Method
Participants
Data were gathered from hotel employees and their supervisors from all depart-
ments (mainly from front office, reservation, housekeeping, uniformed services,
sales and marketing, food and beverage, accounting, engineering and maintenance,
security, and human resources) of seven international level five-star hotels located
in Beijing, China. Management of 23 hotels were contacted via e-mail, telephone,
and face to face request, but only seven agreed to participate. Prior to the distribu-
tion of surveys, the researcher met with the HR managers to discuss the research
project and an appropriate process in which to collect the data. It was also
explained to the managers that the foremost purpose of the research was to collect
the opinions, perceptions, and beliefs of employees and their supervisors. It was
agreed that the researcher would have access to the hotel departments to distribute
the surveys and that the information would be kept confidential and at no time
would any individual results be relayed to the hotel management.
The data collection included distributing the surveys, as well as promoting the
research to potential participants. The promotion of the study included two
approaches: a letter from hotel management seeking participants, explaining the
study, and a poster promoting the study (the poster was pinned up on notice boards).
The surveys, which contained the measures of PO fit, POS, and JE, were distributed
to 1,050 hotel employees (150 in each of the seven hotels selected). The question-
naires were handed personally by two research assistants to hotel employees and
their respective supervisors. The respondents were requested to drop filled question-
naires at a receptionist desk where research assistants picked them up after 3 weeks.
The employees recorded their responses, while at the same time, supervisors of
these subordinates were asked to rate the frequencies with which their subordi-
nates engage in OCBs. This study selected 140 supervisors, 20 from each hotel.
Two supervisors were randomly selected from each of these ten departments (front
office, reservation, housekeeping, uniformed services, sales and marketing, food
and beverage, accounting, engineering and maintenance, security, and human
resources). The supervisors were asked to rate as to what degree they agree or dis-
agree about their subordinates engaging in different citizenship behaviors.
Measures
The survey instrument comprised 34 items distributed among a number of sec-
tions that examined PO fit, POS, JE, and OCB. Scale items for assessing these con-
structs were adapted from prior studies’ validated measures. These scales have
been successfully used in the past and are suggested to be good indicators. All vari-
ables included in this study were measured using multiple item scales drawn from
previous research. This approach was applied because multiple item measures may
be more representative and related to the constructs than single item measures
(Gardner, Cummings, Dunham, & Pierce, 1998). Respondents were requested to
indicate the extent to which they agreed or disagreed. All materials were presented
in the Chinese language. All the English items were translated into Chinese follow-
ing the standard procedures (Brislin, 1986).
PO fit: PO fit was assessed by a three-item scale used by Chatman (1989) and
Lauver and Kristof-Brown (2001). The items were “The things that I value in life
are very similar to the things that my organization values,” “My personal values
match my organization’s values and culture,” and “My organization’s values and
culture provide a good fit with the things that I value in life.” The measure uses a
5-point response scale (5 D strongly agree). The Cronbach’s alpha value of PO was
0.83.
JE: JE was measured using items developed by Crossley et al. (2007). The mea-
sure uses a 5-point response scale (5 D strongly agree) and includes the following
seven items: “I feel attached to this organization,” “I’m too caught up in this orga-
nization to leave,” “It would be difficult for me to leave this organization,” “I sim-
ply could not leave the organization that I work for,” “It would be easy for me to
leave this organization,” “I am tightly connected to this organization,” and “I feel
tied to this organization.” The Cronbach’s alpha value of JE was 0.79.
POS: POS was assessed with the eight-item scale developed by Lynch, Eisen-
berger, and Armeli (1999). Respondents were asked (1 D strongly disagree, to 7 D
strongly agree) to indicate how much their organization supported them. This
scale has been extensively used and is considered a well-validated measure of POS
(Chew & Wong, 2008). Items like “My organization cares about my opinions;”
“My organization really cares about my well-being” were rated by employees to
know how much the organization cared about their contributions. The Cronbach’s
alpha value of POS was 0.89.
OCB: A 16-item scale developed by Lee and Allen (2002) to assess OCB was
employed in this research. Table 1 shows the factor loadings of all the items along
with average variance extracted. The supervisors were asked to rate as to what
degree they agree or disagree about their subordinates engaging in different citi-
zenship behaviors ranging from 1 to 7 (1 D strongly disagree, to 7 D strongly
agree). The Cronbach’s alpha value of OCB was 0.87.
Control variables: Past research has identified several demographic variables
which are consistent with the citizenship behavior, work perceptions, JE, attitudes,
and behaviors of employees. Most often, gender (e.g., Hochwater et al., 2001), age
(e.g., Krishhan & Mary, 2012), and organizational tenure (e.g., Wayne, Shore, &
Liden, 1997) were used as control variables. So these were included as controls in
this analysis: gender (1 D male, 2 D female), age (years), and tenure (years).
Table 1. CFA results of measures.

Constructs, sources, and scale items Loading CR AVEa
PO fit 0.84 0.52 0.83

The things that I value in life are very similar to the things that my organization 0.73
values.
My personal values match my organization’s values and culture. 0.86
My organization’s values and culture provide a good fit with the things that I 0.71
value in life.
OCB 0.85 0.54 0.87
This employee attends functions that are not required but that help the 0.63
organizational image.
This employee keeps up with developments in my hotel. 0.59
This employee defends the hotel when other employees criticize it. 0.83
This employee shows pride when representing hotel in public. 0.68
This employee offers ideas to improve the functioning of the hotel. 0.77
This employee expresses loyalty toward organization. 0.46
This employee takes action to protect my organization from potential problems. 0.58
This employee demonstrates concern for the image of my organization. 0.52
This employee helps others who have been absent. 0.48

This employee willingly gives his or her time to help colleagues who have work- 0.78
related problems.
This employee adjusts his or her schedule to accommodate colleagues’ requests 0.79
for time off.
This employee goes out of your way to make newer colleagues feel welcome in 0.89
the work group.
This employee shows genuine concern and courtesy toward coworkers, even 0.57
under the most trying business or personal situations.
This employee gives up time to help colleagues who have work or non-work 0.75
problems.
This employee assists colleagues with their duties. 0.84
This employee shares personal property with others to help their work. 0.76
JE 0.87 0.59 0.79
I feel attached to this organization. 0.91
I’m too caught up in this organization to leave. 0.84
It would be difficult for me to leave this organization. 0.74
I simply could not leave the organization that I work for. 0.76
It would be easy for me to leave this organization. 0.58
I am tightly connected to this organization. 0.64
I feel tied to this organization. 0.85
POS 0.80 0.51 0.89
My organization cares about my opinions. 0.51
My organization really cares about my well-being. 0.59
My organization strongly considers my goals and values. 0.73
Help is available from my organization when I have a problem. 0.62
My organization would forgive an honest mistake on my part. 0.77
If given the opportunity, my organization would take advantage of me. (R) 0.63
My organization shows very little concern for me. (R) 0.58
My organization is willing to help me if I need a special favor. 0.79
Note. Model fit indices: x2 D 229.68, df D 116, x2/df D 1.98, RMSEA D 0.06, GFI D 0.94, CFI D 0.98, NFI D 0.96, NNFI
D 0.97
Results
The study employed a convenience sampling technique. Among the 1,050 sur-
veys distributed to subordinates working in different departments of these
hotels, 673 surveys were completed (64% response rate). The direct supervisors
of these subordinates who participated in the survey were contacted and a
total of 131 supervisors rated OCBs of their subordinates. The average span of
control for each supervisor was four to seven subordinates. The respondents
represented employees from all of the seven hotels. Of the respondents in the
final sample, 30.5% were men and 69.5% were women; the average age was
39.3 years (SD D 6.9), and average tenure at the organization was 5.2 years
(SD D 4.8).
Evaluating common-method bias

Because all measurement scales were self-reported, extra steps were taken to exam-
ine the influence of common-method bias in the study. To ensure that there was
sufficient discriminant validity among constructs, confirmatory factor analysis
(CFA) was conducted. The model fit was then evaluated according to various fit
indicators, including the x2 goodness-of-fit test, non-normed fit index (NNFI)
comparative fit index (CFI), and root mean square error of approximation
(RMSEA). Hu and Bentler (1999) suggested that a value close to 0.95 is reflective
of good fit for NNFI and CFI, and RMSEA values close to 0.06 indicate reasonable
model fit. In testing model for confirmatory factor analysis, all factor loadings
except four items measuring OCB were significant (p < 0.001). The test result of
adaptability was x2 D 3,639.64, df D 1039, x2/df D 3.73, RMSEA D 0.079, NFI
(normed fit index) D 0.72, NNFI D 0.87, and CFI D 0.81, which was below the
model adaptability standard suggested by Hair, Anderson, Tatham, and Black
(2006) (x2 /df < 3, RMSEA D 0.08, NFI D 0.90, NNFI D 0.90, CFI D 0.90: higher
value indicates better fit). These values show that the model is not a good fit and
needs to be amended. The results for the revised testing model were x2 D 2263.76,
x2/df D 2.57, NNFI D 0.91, CFI D 0.93, and RMSEA D 0.08, indicating that the
new model achieved an acceptable standard.
Descriptive analyses
Table 2 presents means, standard deviations, and correlations among the study
variables. As expected, PO fit was significantly correlated with OCB (r D 0.527,
p < 0.01), as well as with POS (r D 0.393, p < 0.001). POS was also significantly
correlated with OCB (r D 0.562, p < 0.01) and JE (r D 0.275, p < 0.001). Finally,
JE was positively correlated with OCB (r D 0.419, p < 0.001).
Table 2. Means, standard deviation, and correlations.

N = 673 Mean (SD) Correlations
1 2 3 4 5 6 7
1. PO fit 4.21 (0.89) 1
2. OCB 4.59 (0.63) 0.527 1
3. JE 3.96 (0.82) 0.171 0.419 1
4. POS 4.04 (1.05) 0.393 0.562 0.275 1
5. Age 31.27 (14.5) 0.04 0.19 0.11 0.04 1
6. Organization tenure 6.78 (4.17) 0.21 0.07 0.05 0.012 0.11 1
7. Gender 0.05 0.12 0.09 0.22 0.03 0.16 1

p < 0.01; p < 0.001.
Table 3. Results for fit indices of structural models.

GFI CFI NNFI RMSEA
Model x2 x2/df (<2) Δx2 (>0.9) (>0.9) (>0.9) (<0.08)
Direct Effects Model 265.59 (df = 117) 2.27 — 0.792 0.883 0.879 0.071
Full Mediation Model 229.68 (df = 116) 1.98 35.91 0.873 0.898 0.917 0.061
Partial Mediation Model 199.52 (df = 116) 1.72 30.16 0.913 0.947 0.968 0.046
Note. Δx2 presents differences between model and the following model. Fit indices criteria refers to Hair et al. (2006).

p-value < 0.001.
The structural model

Simultaneous maximum-likelihood-estimation procedures were utilized in order to
examine the hypothesized relationships among PO fit, JE, POS, and OCB. Structural
equation models combine aspects of multiple regression and factor analysis to esti-
mate a series of interrelated relationships among variables simultaneously (Hair et
al. 2006). Table 3 shows the results for fit indices of direct, full mediation, and par-
tial mediation models. The difference (Δx 2) between the Direct Effects Model and
Full Mediation Model x 2 is 254.57 (2,093.18 – 1,838.31). JE full mediating role is
confirmed if the relationships between PO fit and OCB, and POS and OCB disap-
pear when JE is introduced into the regression equation predicting OCB. Similarly,
the partial mediation is confirmed when the coefficients between PO fit and OCB,
and POS and OCB after introducing JE into the regression equation remain signifi-
cant but are reduced. The indices, GFI, CFI, NNFI, and RMSEA of the Full Media-
tion Model indicated good adaptability, indicating that the Full Mediation Model
had better adaptability than the Direct Effects Model. Next, the Partial Mediation
Model to the Full Mediation Model was compared; the difference (Δx 2) of x2 is
30.16 (229.68 – 199.52). Adaptability indices were x 2/df D 1.72, GFI D 0.913, CFI
D 0.947, NNFI D 0.968, and RMSEA D 0.046, which demonstrated that partial
mediation is more adaptable than full mediation. The model adaptability was satis-
factory and in accordance with the research framework. The results show that the
Partial Mediation Model was a suitable model.
Hypothesis 1: There is a positive relationship between PO fit and OCB.
Hypothesis 1 advocated that PO fit should be positively and significantly cor-
related with OCB. The results provide support for the acceptance of Hypothesis
1 (b D 0.46, p < 0.05); therefore, Hypothesis 1 should be accepted. When an
employee’s PO fit is high there are higher scores for their OCBs.
Hypothesis 2: There is a positive relationship between POS and OCB.
Hypothesis 2 suggested that POS should be positively and significantly corre-
lated with OCB. The results provide support for the acceptance of Hypothesis 2,
outlining a direct relationship between POS and OCB (b D 0.31, p < 0.001), so the
hypothesis should be accepted. There is a positive effect of a hotel employee’s per-
ceptions of high organizational support on his or her OCB.
Table 4 presents the results of the coefficients, t-values, and goodness-of-fit
statistics.
Table 4. Structural equation models of PO fit, POS, and OC.

Coefficient t-value
Dependent variable: POS

R2 0.49
PO fit 0.68 6.25*
Dependent variable: OCB
R2 0.79
PO fit 0.67 6.09*
POS 0.46 5.37*
Goodness-of-fit statistics
Chi-square (p-value) 214.79
Df 119
GFI 0.92
NNFI 0.97
RMSR 0.041
RMSEA 0.047
(90% CI) (0.048–0.071)

p < 0.05.
Hypothesis 3: POS mediates the relationship between PO fit and OCB.

Hypothesis 3 proposed that PO fit would be positively and significantly corre-
lated with POS of employees. Table 5 provides support for the acceptance of
Hypothesis 3, suggesting that the direct relationship between PO fit and POS is
positive and significant (b D 0.39, p < 0.05). Furthermore, when indirect effect of
POS was included in the equation, the positive impact of PO fit on OCB was 0.123
(0.30 £ 0.41), reducing the direct impact (0.123 < 0.23), supporting Hypothesis 3.
The positive effect of PO fit on OCB may be explained by the level of organiza-
tional support that hotel employees perceive. High PO fit might not engage
employees into OCBs if the hotels do not care about the opinions and well-being
of their employees and extend help and support to them whenever the need arises.
The study thus validated Hypothesis 3, that POS was the partial mediation variable
between PO fit and OCB.
Hypothesis 4: JE will moderate PO fit-OCB relationship. When JE is high, the
greater the likelihood that the relationship between PO fit and OCB will be high.
The fourth hypothesis positing the moderating role of JE on OCB through PO fit
was tested by hierarchical multiple regression analysis (Preacher, Curran, & Bauer,
2006). According to Table 6, a regression of OCB with both control variables and
independent variables was conducted. To test Hypothesis 4, the main effect of PO
Table 5. Results of multilevel path analysis.

Standardized path coefficients (t-value)
Direct Effects Model Full Mediation Model Partial Mediation Model

PO fit ! OCB 0.29 (2.38 ) 0.23(2.43)
PO fit ! POS 0.39 (3.37) 0.30 (3.98)
POS ! OCB 0.49(3.52) 0.41(3.93)

p < 0.05; p < 0.01; p < 0.001.
Table 6. Hierarchical moderated regression analysis (dependent variable = OCB).

Model 1 Model 2 Model 3
Variables b t-value b t-value b t-value
Controls
Constant
Age 0.134 2.17 0.092 1.56 0.092 1.62
Tenure 0.274 3.12 0.224 3.27 0.227 3.34
Gender (1 = male) 0.195 2.47 0.189 2.41 0.189 2.43
Main effects
PO fit 0.247 7.85 0.238 6.21
POS 0.159 4.26 .137 4.11
JE 0.121 3.72 .119 2.07
Interactions
PO fit * JE 0.274 3.85
POS * JE 0.217 4.68
R2 0.28 0.47 0.73
F 12.56 19.35 27.46
ΔR2
0.19 0.26
ΔF 6.79 8.11

p-value < 0.05; p-value < 0.01; p-value < 0.001.
fit, as well as the interaction effects (PO fit JE) on OCB were entered. If the interac-
tion paths are significant, moderator hypotheses are supported. A significant beta
coefficient for each interaction term (PO fit JE) or values of the incremental F-sta-
tistic indicate that the moderator variable (JE) acts as a moderator. First, control var-
iables were entered. Second, the main effects of PO fit and JE were entered along
with the control variables. Third, the interaction effects of JE and PO fit were entered
along with the control variables and the direct effects of JE and PO fit.
When the control variables were entered, organizational tenure and age were
related positively and significantly to OCB (t D 3.12, p < 0.01; t D 2.17,
p < 0.001). Next, Step 2 provided a significant increase in variance explained
over Step 1 (DR2 D 0.19; DF D 6.79, p < 0.001). JE was positively and signifi-
cantly related to OCB (t D 3.72, p < 0.001). Hypothesis 4 would exist if the
Figure 1. Proposed model.

Figure 2. Structural equation modeling with moderation results; N D 673. All paths in structural
model analysis are significant at p < 0.05. Control variables are not shown for ease of presentation
(p < 0.01; p < 0.001).
interaction terms accounted for a significant incremental variance in explaining

OCB either individually, manifested by beta values, or collectively, revealed by
the values of the incremental F-statistic. Step 3 provided a significant increase in
variance explained over Step 2 (DR2 D 0.26; DF D 8.11, p < 0.001), supporting
Hypothesis 4. Hotel employees with a high level of PO fit are likely to display a
greater level of OCB when they have substantial connections to their community.
Hypothesis 5: JE will moderate POS-OCB relationship. When JE is high, the
greater the likelihood that the relationship between POS and OCB will be high.
Hypothesis 5 delineated that JE moderates the effect of POS on OCB, such that
when JE is high, the greater the likelihood that the relationship between POS and
OCB is stronger. A significant beta coefficient for interaction term (POS JE D
0.217; p < 0.001) indicated that the moderator variable (JE) acts as a moderator
between POS and OCB, supporting Hypothesis 5. Employees who are highly
embedded in their jobs perceive that their organizations value their opinions and
goals, and help them more often. This organization support leads them to amelio-
rate their citizenship behaviors. The path diagram of the structural equation
modeling is presented in Figure 2.
Discussion and conclusions

These findings contribute to the organizational behavior literature by complement-
ing previous results linking PO fit, POS, JE, and OCB. The results support a medi-
ated-moderated model, in which POS moderates the relation between PO and OCB;
whereas JE is found to positively moderate the relation between PO and OCB, as
well as POS and OCB. This study may contribute to the body of organizational psy-
chology knowledge in several ways. First, it assesses the influence of PO fit on an
employee’s OCB, and the mediating role of JE in the PO-OCB relationship. Second,
it examines the moderating effect of JE on the POS-OCB and PO-OCB relationships.
The overall moderating effects of JE upon OCB have been found to be significant.
The impact of JE on OCB is 0.419, higher than the study by Lee et al. (2004),
which is 0.19, conducted in United States. The reason for this may be that in col-
lectivist cultures, cooperative behaviors among members might be a taken for
granted condition, such that these employees would have a higher baseline expec-
tation for their demonstration. Because these behaviors become expected, they
may, as a result, be more likely to be demonstrated by employees (Morrison,
1994), leading members to perceive them as ubiquitous. In individualistic contexts
such as the United States, members are not expected to engage in behavior benefit-
ing others, relative to those in collectivist contexts. In a study by Bachrach, Wang,
Bendoly, and Zhang (2007), U.S. subjects perceived task performance to be very
important for overall performance evaluation, whereas Chinese subjects consid-
ered citizenship behaviors as more important.
The findings reported herein make several contributions to the literature on
OCB. Despite considerable research on OCB, employee’s POS as well as JE has not
been adequately examined in the existing organization citizenship behavior mod-
els. This limits understanding of the possible sources through which employees
display citizenship behavior and distracts the organization’s effort to implement
appropriate measures to inculcate citizenship behavior among employees. The
present study is an attempt to address this issue by evaluating the effects of JE and
POS on employees’ OCBs. The results largely support hypotheses that JE has mod-
erated the relationship between PO fit and OCB, as well as POS and OCB. The
impact of PO fit on OCB was mediated by POS, which is consistent with Meyer
et al.’s (2002) argument.
This study shows that POS mediates the relation between PO fit and OCB.
When employees’ knowledge, skills, abilities, beliefs, and values match with the
organization, they are likely to engage in OCB. A high fit of an individual’s person-
ality, skills, and abilities with the values, culture, and demands of the organization
helps him or her to better socialize with the other members of the organization in
the form of increased prosocial behaviors, such as helping others with work-related
problems, sharing personal property and information quite often, taking pride in
the organization, and showing loyalty (Allen & Shanock, 2013). This extra role
behavior toward the organization, as well as the members of the organization, is
achieved only when the employees feel that their opinions, considerations, goals,
and values are being supported by the organization.
This study also shows that JE positively moderates the relation between PO fit
and OCB. Employees with a high level of JE characterized by a better fit will instill
more citizenship behavior into their work attitudes. Employees know that their
match with the organizational values, along with professional and personal ties
with the organization, will engage them in more acts of citizenship behavior. Those
individuals who have high similarity index with the organizational values display
high level of OCBs when they have more formal or informal connections with the
community and the organization, and high switching costs of leaving their jobs, as
compared to the individual with less embeddedness into their organizations. This
study demonstrated that JE also moderates the relation between POS and OCB. An
employee who perceives support from his or her organization feels a moral debt
that encourages the desire for reciprocity in the form of citizenship behavior, and
this moral debt increases when employees have many connections and are more
enmeshed in the organizational web, implying a better fit with the community and
surrounding environment.
Practical implications
The results of this study have important implications for hotel management. Some
organizations may seriously consider the potential benefits of selecting on the basis
of match. The results confirm that hotels could profit in very tangible ways (e.g.,
higher levels of OCBs) by attracting and selecting those people who “fit” into the
hotel well To promote employees’ PO fit, hotels may employ a screening procedure
to select recruits whose values fit the hotel’s values, or focus on ensuring that new-
comers assimilate the hotel’s values to enhance employees’ perceptions of P-O fit,
and thus promote their displays of OCB. It is very important to make hotel manag-
ers aware of how important the recruitment and hiring process actually is to select-
ing employees with high PO fit. Managers should provide extensive information to
recruits about the hotel’s culture, mission, and values, and involve employees in
developing schedules that fit their needs and encourage them to share knowledge
among employees to improve customer service and skill development.
In addition, organizational socialization practices could be used to teach hotel
managers how to find ways of increasing PO fit among their current employees.
Hotel managers should plan appropriate social arrangements, social gatherings,
informal meetings, excessive trainings, and public forums to increase the level of
compatibility between hotel values and individual values. Employees are more
likely to display citizenship behaviors depending on the extent to which socializa-
tion processes result in high PO fit, which in turn ensures that hotels receive
greater returns on investments in recruitment, selection, and training.
In addition to recruitment and socialization, leadership has emerged as an
important approach, which hotel managers can use to improve employee’s PO val-
ues fit. By highlighting relevant behavior for organizational values or influencing
socialization processes, hotel managers can play a critical role in fulfilling such a
function, confirming the significance of top managers when shaping and creating
an organizational culture. Organizations must continue to strive to socialize new
employees to better know about their peers, subordinates, and supervisors, and
provide them with ways to become more embedded in the organization.
JE can be established through building community, developing a sense of
belonging, establishing deep ties among employees, and deepening social capital.
By establishing embeddedness, managers can engender OCBs among their
employees. The unique working conditions of the hotel industry, including season-
ality, irregular working hours, reproductive and often unskilled work, need to be
considered in building JE. Specific tactics hoteliers can employ in this regard might
include extra help with on-site child care and transportation to and from work,
employees input in designing work environment and hotel celebrations, and avoid-
ing relocating employees as much as possible. Similarly, to embed the existing
workforce of the organization into their jobs, they can arrange work parties and
informal get-togethers that promote community attractions augmenting the level
of attachment of employees; and leisure activities may help people bond to the
community, thereby involving socially into the web of closeness and retention.
Organizations that offer flexible scheduling and family friendly programs may
further enhance employee embeddedness by strengthening employees’ social
bonds within the community and promoting workplace friendships. This is impor-
tant since the hotel industry is particularly service provider and people-oriented. If
managers can employ practices such as monthly tours, fun games, and encourag-
ing interactions outside of the office, they may be able to embed and retain a tal-
ented workforce and engage more employees into acts of citizenship behaviors,
which are always important for organization success. Another way of increasing
citizenship behavior is when managers trust and value their employees. Those
supervisors who consider subordinates’ well-being, encourage them, and express
pride in individual work accomplishments are likely to experience a high level of
OCB engagement by their subordinates.
Limitations and directions for future research

There are several limitations to the present study that should be taken into consid-
eration. The causality could not be established due to cross-sectional nature of
data. PO fit has multiple ways of being operationalized and this research has only
used value congruence; however, future studies should use other definitions of PO
fit, such as goal congruence, complementary approach, and objective measures.
This research collected OCB data from supervisors; future studies could use peer
and individual, as well as supervisor ratings to better predict the employee’s level
of engagement in OCB. Although convenience samples were used to provide evi-
dence of construct validity, the emergence of similar results across studies helps
reduce concerns of limited generalizability, and future research is needed to repli-
cate results across other samples, organizations, work contexts, and study designs.
Another limitation is the potential for common method bias due to the cross-sec-
tional, self-report method of collecting data. This research encourages researchers
to continue this line of research by exploring other potential mediators of the
effects of JE and by conducting longitudinal studies to explore the causal relation-
ships implied in this study. It would also be beneficial to focus on group-level
behaviors and their impact on OCB, in particular the interaction of individuals
with each other and the interaction of individuals as a group. This model was
tested only on the hotel industry and future research could include other
industries.
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Journal of Human Resources in Hospitality & Tourism

ISSN: 1533-2845 (Print) 1533-2853 (Online) Journal homepage: http://www.tandfonline.com/loi/whrh20

Person–organization fit, perceived organizational

Bilal Afsar & Yuosre F. Badir

To link to this article: http://dx.doi.org/10.1080/15332845.2016.1147936

Published online: 19 Apr 2016.

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Person–organization ﬁt, perceived organizational support,

CONTACT Bilal Afsar afsarbilal@yahoo.com Department of Management Science, Hazara University,

MacKenzie, 1997). Therefore, encouraging the hotel employees to display OCB

Review of the literature and hypotheses

PO ﬁt is high when values, goals, personality, attitudes, knowledge, skills, and

The relationship between POS and OCB

The mediating role of POS

managers and organizations. Individuals with high levels of PO ﬁt invest in net-

The moderating role of JE

sports, music, theater) vary dramatically by region and location.

tary turnover, intrinsic motivation, job performance, and organization commit-

Figure 1 presents the proposed model of this study.

Table 1. CFA results of measures.

PO ﬁt 0.84 0.52 0.83

This employee helps others who have been absent. 0.48

Evaluating common-method bias

Table 2. Means, standard deviation, and correlations.

Table 3. Results for ﬁt indices of structural models.

The structural model

Table 4. Structural equation models of PO ﬁt, POS, and OC.

Dependent variable: POS

Hypothesis 3: POS mediates the relationship between PO ﬁt and OCB.

Table 5. Results of multilevel path analysis.

Direct Effects Model Full Mediation Model Partial Mediation Model

Table 6. Hierarchical moderated regression analysis (dependent variable = OCB).

Variables b t-value b t-value b t-value

Figure 1. Proposed model.

interaction terms accounted for a signiﬁcant incremental variance in explaining

Discussion and conclusions

Limitations and directions for future research

organizational support. Journal of Managerial Psychology, 22(8), 741–765.

Kristof-Brown, A. L., Zimmerman, R. D., & Johnson, E. C. (2005). Consequences of individual’s

ceived organizational support perspective. Journal of Managerial Psychology, 26(5), 366–382.

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