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IIMB Management Review (2022) 000, 1–13

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Person-organisation fit, person-job fit and

organisational citizenship behaviour: An
examination of the mediating role of job
satisfaction
Navneet Kaur*, Lakhwinder Singh Kang

University School of Financial Studies, Guru Nanak Dev University, Amritsar, Punjab, India

Received 9 October 2018; revised form 16 July 2019; accepted 21 December 2021; Available online xxx

KEYWORDS
Person-organisation fit;
Person-job fit;
Citizenship behaviours
directed at co-workers;
Citizenship behaviours
directed at customers;
Citizenship behaviours
directed at organisation;
Job satisfaction
Abstract This study explores the simultaneous impact of person-organisation (P-O) fit and per-
son-job (P-J) fit on various dimensions of OCB. The study also investigates the mediating role of
job satisfaction in the relationship between these two types of fit and OCB dimensions. The
results confirmed that job satisfaction acts as a mediator in the relationship between P-O fit, P-J
fit and OCB dimensions. As expected, P-O fit had a stronger impact on OCB dimensions than P-J
fit. However, the results with respect to the impact of P-O and P-J fit on job satisfaction did not
confirm the hypothesised direction.
© 2022 Published by Elsevier Ltd on behalf of Indian Institute of Management Bangalore. This is
an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/
by-nc-nd/4.0/)

Introduction behaviours and turnover intentions (Arthur, Bell, Villado, &

Person-environment (P-E) fit is one of the predominant
topics in organisational behaviour research. The fundamen-
tal presumption of fit theory conjectures that individuals
experience more positive attitudes when they work in an
organisational environment which is congruent with their
personal characteristics, such as values, skills and needs
(Piasentin & Chapman, 2006; Travaglianti, Babic, Pepermans
& Hansez, 2017). In the long run, employees’ fit with differ-
ent facets of their work environment affect multiple attitu-
dinal and behavioural outcomes, such as job satisfaction,
organisational commitment, organisational citizenship
*Corresponding author.
E-mail address: navipadda@ymail.com (N. Kaur).
https://doi.org/10.1016/j.iimb.2021.12.003
0970-3896 © 2022 Published by Elsevier Ltd on behalf of Indian Institute of Management Bangalore. This is an open access article under the CC
BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/)
Doverspike, 2006; Boon & Biron, 2016; Hoffman &
Woehr, 2006; O’Reilly, Chatman, & Caldwell, 1991).
Two dimensions of P-E fit which have been shown to be
important at each stage of an individual’s work experience
are person-organisation (P-O) fit and person-job (P-J) fit
(Jansen & Kristof-Brown, 2006; Kristof-Brown, Zimmerman
& Johnson, 2005). Primarily, the co-examination of P-O fit
and P-J fit is desirable because it is no longer sufficient to
recruit individuals only based on their congruence with the
jobs, rather they must share a corresponding congruence
with the values and culture of the organisation as well. Prior
research has asserted that both P-O and P-J fit are essential
for maintaining a committed and satisfied workforce in the
wake of increasing business competition, growing globalisa-
tion and rapidly changing business markets (Kristof, 1996).

Please cite this article in press as: N. Kaur, L.S. Kang, Person-organisation fit, person-job fit and organisational citizenship behaviour: An examination of the
mediating role of job satisfaction, IIMB Management Review (2022), https://doi.org/10.1016/j.iimb.2021.12.003
 ARTICLE IN PRESS
2 N. Kaur, L.S. Kang
Further, the increasing mobility of talent across more per-
meable boundaries along with global competition for talented
employees has made it difficult for organisations to hire
and retain the qualified workforce they need
(Straatmann, Ko €nigschulte, Hattrup & Hamborg, 2020). This
competitive intensity and tight labour market demands that
organisations gain advantage through its employees. In this
regard, organisational citizenship behaviour (OCB) that is
additional to in-role requirements has become crucial for
achieving organisational effectiveness (Yen & Niehoff, 2004).
Afsar and Badir (2016) divulged that organisations which culti-
vate display of citizenship behaviours amongst its employees
tends to be the more attractive places to work at, as
such organisations are able to hire, retain and train the
qualified workforce. Therefore, identifying OCB predic-
tors and antecedents will make it easier for organisations
to discern whether the prospective candidates are likely
to engage in extra-role behaviours and contribute
towards organisational effectiveness.
Although the concept of fit has been found to be related
to OCB, several important gaps still need to be addressed.
First, the majority of P-E fit research in the past has focused
on P-O fit (Vilela, Gonza lez, & Ferrín,2008; Wei, 2013;
Yaniv, Lavi & Siti, 2010). The study investigates the simulta-
neous impact of P-O and P-J fit to provide a more systematic
support to the impact of these two types of fit on different
facets of OCB. By doing so, this study would also help us
evaluate the relative influence of P-O fit and P-J fit on
OCB and its dimensions. In addition, past research has
paid little attention to the underlying psychological pro-
cess by which the perception of employee fit with their
job and organisation relates to OCB and its dimensions.
Drawing from social exchange theory (SET) (Blau, 1964),
the study attempts to fill this void by testing a multiface-
ted mediated mechanism though which the perception of
P-O fit and P-J fit encourages employees to engage in
various dimensions of OCB.
In this regard, affective states are fundamental to the
understanding of the psychological mechanism in the fit lit-
erature. An important measure of an individual’s affective
state is job satisfaction (Thompson & Phua, 2012). Job satis-
faction, an established mediator between various workplace
situations and individual outcomes (Valeau & Paille, 2019),
has not been thoroughly investigated in the context of both
perceived P-O and P-J fit, and in relation to different dimen-
sions of OCB at the same time (Farzaneh, Dehghanpour, &
Kazemi, 2014; Kim, Aryee, Loi & Kim, 2013). The study
endeavours to contribute to the existing literature by inves-
tigating the role of job satisfaction as a psychological mech-
anism underlying the relationship between perceived P-O
and P-J fit and various dimensions of OCB.
The paper is structured as follows: First, the paper gives
an overview of the research context of the study and theo-
retical underpinning on why perceived fit, job satisfaction,
and citizenship performance is important in the private
banking sector in India. The next section gives an overview
of the literature review and theoretical background, and
hypotheses to be tested. This is followed by a section of
the research methodology, and the results relative to the
research hypotheses are then outlined. The paper concludes
with a discussion, implications, limitations and future
research directions.
Please cite this article in press as: N. Kaur, L.S. Kang, Person-organisation fit, person-job fit and organisational citizenship behaviour: An examination of the
mediating role of job satisfaction, IIMB Management Review (2022), https://doi.org/10.1016/j.iimb.2021.12.003
Indian banking sector
The liberalisation and deregulation of Indian economy in
1991 have pushed the Indian banking sector in the direction
of becoming one of the fastest growing banking sectors in
the world. From 2007–2018, the total deposits of Indian
banking sector have grown at a CAGR of 11.66% while the
total lending increased significantly at a CAGR of 10.94%
(Banking Sector in India, 2019). Presently, the banking sector
in India comprises 20 public sector banks, 22 private sector
banks, 44 foreign banks and 56 regional rural banks (see
https://rbi.org.in/CommonPerson/english/scripts/banksi
nindia.aspx#rrb).Historically, the public sector banks have
dominated the Indian banking sector as they hold nearly
80% of the market, thus leaving their private peers with a
comparatively smaller share (Kant & Jaiswal, 2017).
On the other hand, the entry of private and foreign
banks, which strongly emphasise the notion of customer sat-
isfaction and utilisation of ‘high-tech’ services, have jolted
the public sector banks in the areas of competitiveness and
customer satisfaction. Murari and Tater (2014) observed that
private sector banks because of their state of art technology,
superior standards in productivity, modern infrastructure,
and global standards of practices has made the day-to-day
banking more customer-friendly and efficient. A study by
Ketkar, Noulas and Agarwal (2004) also puts forward the
trend of declining profitability of public sector banks and ris-
ing prominence of private sector banks. However, this supe-
rior market orientation of private sector banks has also
generated new expectations from the customers and
requires these banking organisations to be more innovative
and adaptive. In such a context, it is extremely important
that private sector banks acknowledge the notion of OCB,
and strive to hire and retain employees who are capable of
displaying extra-role behaviours for organisational effec-
tiveness and functioning. Prior research has envisaged that
such employees can develop innovative and new ideas for
customer satisfaction, organisational improvement, and ser-
vice delivery (Karatepe & Ehsani, 2012; Ma & Qu, 2011). The
creation of positive customer experience also requires indi-
viduals who can better comprehend their own and organisa-
tional values and expectations. This congruence between
individual and the organisation values (P-O fit) facilitates
the creation of unique customer experience which is vital
for the service sector in general (Kim & Brymer, 2011).
The other side to this success story of the private sector
banks is that the employment pattern in the private banks is
highly abrupt and volatile. The compensation, reward patterns
and salary packages are primarily based on an individual’s per-
formance and achievement of targets instead of experience
and loyalty. As a result, the private banking sector in India is
witnessing a huge surge in employee dissatisfaction and dissent
owing to lack of job security and absence of social and eco-
nomic support for employees (Kaur, 2015). Further, the jobs in
the banking sector are highly structured and job descriptions
are also very specific (Chaluvadi, Raut & Gardas, 2018). In this
context, McMurry (1958) divulged that in a highly structured
and protected working environment, individuals who possess
skills in commensuration with the requirements of the job will
find it relatively easy to work on a routine job. Moreover, the
India of today unravels a duality- a section that embraces the
 ARTICLE IN PRESS
P-O Fit, P-J Fit and OCB
historic and traditional value systems and another that is typi-
fied by the modern and liberal values .After the economic
reforms in 1991, when the floodgates of business opportunities
opened in the Indian banking sector, the employees are now
also exposed to a multicultural environment with increased
affluence for travel and technology-based interconnections
with clients in different geographical locations. The rapid eco-
nomic changes along with the growing exposure of Indians to
Western culture have resulted in a mixed fabric of the value
systems of individuals (Priyadarshi & Premchandran, 2018).
Further, the private banking sector in India represents a young
cohort of employees as the average age of workforce is close
to 30 (Choudhury, 2012). Hence, it is assumed that value con-
gruence will be valued by the present day generation as in
their Western counterparts. Against this backdrop, the Indian
private banking sector provides a unique opportunity to exam-
ine the impact of P-O and P-J fit on OCB and its dimensions,
and mediating role of job satisfaction.
Literature review
Person-organisation (P-O) fit
O’Reilly et al. (1991) have defined P-O fit as the match
between the values of an individual and the values of an
organisation. The theory on P-O fit is based on the presump-
tion that individuals are attracted towards similar others
since their interactions with them reinforces their own
beliefs and opinions (Schneider, 1987). The underlying
assumption is that people prefer to work in an environment
that augments their self-concepts. Since values form an
integral aspect of how individuals discern various situations
and acceptable behaviour, value congruence is central to
one’s successful adaptation at the workplace (Adkins, Ravlin
& Meglino, 1996; Rokeach, 1973; Vogel & Feldman, 2009).
Accordingly, individuals will be more content with their sub-
ordinates, co-workers, and supervisors whose values are in
commensuration with their own values and will more iden-
tify with the organisations that reflect their desired value
profile (Locke, 1976).
A high level of P-O fit implies that both the employees
and the organisation have “shared standards” and a “com-
mon frame” to explain and understand each other, and that
the employee-organisation relationship in general is marked
by cooperation, trust, improved communication, and high
exchange of information (Boon & Biron, 2016; Edwards &
Cable, 2009; Jehn, Chadwick & Thatcher, 1997). These char-
acteristics, in turn, enhance the likelihood that employees
who perceive a high degree of P-O fit are more likely to be
conversant with the organisational as well as the job-specific
norms and performance expectations, and thus experience
less role ambiguity (Edwards & Cable, 2009). The effect of
P-O fit can also be delved into on the assumption that organi-
sations are more resolute in expending their valuable resour-
ces, in terms of investment in training and development of
its organisational members who espouse values that are con-
gruent with the values and culture of the organisation.
Thus, employees with higher P-O fit tend to receive more
organisational support and resources and hence are able to
fulfil their job requirements better (Bowen, Ledford &
Nathan, 1991; Kristof-Brown & Guay, 2011). Indeed, past
Please cite this article in press as: N. Kaur, L.S. Kang, Person-organisation fit, person-job fit and organisational citizenship behaviour: An examination of the
mediating role of job satisfaction, IIMB Management Review (2022), https://doi.org/10.1016/j.iimb.2021.12.003
3
research has found a significant association between P-O fit
and important workplace attitudes and behaviours such as
job satisfaction, career success, organisational commit-
ment, intention to remain, in-role performance, and organi-
sational citizenship behaviours (Abdalla, Elsetouhi, Negm &
Abdou, 2018; Cable & DeRue, 2002; Hoffman & Woehr, 2006;
Kim et al., 2013; Kristof-Brown et al., 2005).
Person-job (P-J) fit
P-J fit refers to “the match between the abilities of an indi-
vidual and the requirements of the specific job”
(Lewis, 2007). The P-J fit framework is in line with the basic
tenets of theory of work adjustment (Dawis & Lof-
quist, 1984), which holds that individual skills are necessary
for the complementation of job demands and in return, pos-
tulates the supply of favoured conditions by the organisa-
tion. P-J fit has been considered as an important type of fit
as it assures that the individuals have the requisite skills and
technical expertise to carry out their assigned tasks and
make meaningful contributions (Werbel & DeMarie, 2005).
Research has shown that individuals who perceive that they
have the requisite skills and expertise required for the success-
ful accomplishment of their job demands are more likely to per-
form at higher levels, to fulfil the expectations of their
supervisors, and to remain in their jobs (Boon, Den Hartog,
Boselie & Paauwe, 2011; Cable & DeRue, 2002; Edwards, 1996).
Job satisfaction
Locke (1976) described job satisfaction as a “positive emo-
tional and pleasurable state driven by appraisal of one’s job
or work experiences”. Similarly, Spector (1997) defined job
satisfaction “as the overall feeling of individuals’ about vari-
ous aspects of their jobs”. Other commonly accepted defini-
tions of job satisfaction include positive or negative feelings
about different job dimensions such as style of supervision,
nature of work, working conditions, relationships with co-
workers, and job security (Bilgin, Kuzey, Torlak & Uyar,
2015; Judge & Church, 2000). This study adopted the global
view of job satisfaction consistent with the previous
research in the human resource management (HRM) field
(Messersmith, Patel, Lepak & Gould-Williams, 2011; Mostafa
& Gould-Williams, 2014) and defined job satisfaction as an
affective positive emotional response to a job as a whole or
in general (Thompson & Phua, 2012).
Nevertheless, the current study focused on job satisfac-
tion given its wide range of relationships with constructs like
job performance, organisational citizenship behaviours,
organisational commitment, and turnover intentions
(Straatmann et al., 2020; Williams & Anderson, 1991). At
the individual level, self-esteem (valuing oneself), locus of
control (belief in one’s control over own life), self-efficacy
(firm belief in one’s own skills and talent) and various per-
sonality traits are found to be significant predictors of job
satisfaction (Judge, Locke & Durham, 1997).
Organisational citizenship behaviour (OCB)
OCB is defined as “an individual behaviour that is discretion-
ary, not implicitly or explicitly recognized by the formal
 ARTICLE IN PRESS
4 N. Kaur, L.S. Kang
reward system, and that in aggregate promotes the effec-
tive functioning of the organization” (Organ, 1988, p. 4).
These are positive voluntary behaviours displayed by
employees for the welfare of the co-workers, organisations,
customers or work groups in general. Wilson (2000) viewed
OCB as a specific kind of helping act that entails spontaneous
assistance and greater commitment, and in which time is
given freely to assist other individuals, groups, and the orga-
nisation. Organisations generally rely on employees’ engage-
ment in OCB to promote a positive work culture, to conserve
the resources of the organisation, to help co-workers with
any work or non-work related problem, and to solicit their
responsive, constructive participation in the organisation
(Witt, 1991). Consequentially, OCB results in increased
organisational effectiveness as these extra-role behaviours
serve as an effective means of handling the interdependen-
cies between the members of the group, and in turn
increases the efficiency of collective outputs achieved (Katz
& Kahn, 1978).
OCB is a multidimensional construct and is classified
according to the (a) nature of citizenship behaviours
(Organ, 1988, 2006); or (b) intended target of citizenship
behaviours (Ma, Qu, Wilson & Eastman, 2013; Williams &
Anderson, 1991). Organ (1988) proposed a five-dimensional
framework of OCB based on the nature of citizenship behav-
iours which includes altruism, conscientiousness, sportsman-
ship, courtesy and civic virtue. However, research has shown
that Organ’s OCB dimensions overlap significantly with each
other (Purba, Oostrom, Van Der Molen & Born, 2015). Hence,
much of the recent research on OCB has adopted the target
approach which is viewed as related yet distinct taxonomy
of OCB (Ma & Qu, 2011; Wei, 2013). Research frameworks
that are based on the target of citizenship behaviour
approach include Williams and Anderson’s (1991) two-
dimensional taxonomy that consists of OCBs targeted toward
individuals, i.e., co-workers (OCBI) and OCBs relating pri-
marily to the organization (OCBO). Ma et al. (2013) extended
the two-dimensional framework and incorporated OCBs
towards the customers (OCBC) to reflect the service compo-
nents of OCBs and propounded a three-dimensional frame-
work of OCB consisting of OCBI, OCBO and OCBC. OCBI refers
to behaviours that mainly involve helping and courtesy
towards co-workers such as assisting co-workers with their
duties. OCBO describes behaviours that benefit the organisa-
tion at large, such as offering ideas to improve the organisa-
tional functioning. OCBC describes courteous demeanour
and extra-role behaviours that help the customers in gen-
eral, such as helping customers even when it is not a part of
the employees’ job description. Considering the research
settings of the study and the role of customers as an impor-
tant stakeholder in the banking sector, the three-dimen-
sional framework suggested by Ma et al. (2013) has been
used to achieve the objectives of the study.
Theoretical background and research
hypotheses
P-O and P-J fit and job satisfaction
The direct positive relationship between P-O and P-J fit and
job satisfaction has been supported in the previous research.
Please cite this article in press as: N. Kaur, L.S. Kang, Person-organisation fit, person-job fit and organisational citizenship behaviour: An examination of the
mediating role of job satisfaction, IIMB Management Review (2022), https://doi.org/10.1016/j.iimb.2021.12.003
A meta-analysis conducted by Kristof-Brown et al. (2005)
and Oh et al. (2014) have shown a significant positive rela-
tionship between P-O and P-J fit and job satisfaction. A
study by Chhabra (2016) on a sample of employees working
in health, manufacturing, information technology, educa-
tion, and services sector in India found a significant positive
relationship between these two types of fit and job satisfac-
tion and turnover intentions with demographic variables
such as age, gender, and organisational tenure as covariates.
Similarly, Lam, Huo and Chen (2018) asserted that individu-
als’ satisfaction at work strongly reflect the level to which
they perceive fit with their respective job and organisation.
Furthermore, Schneider (1983) and Kalliath, Bluedorn and
Strube (1999), in accordance with the attraction-selection
theory underlying P-O fit, envisaged that individuals whose
values are in congruence with those of the organisation are
able to more precisely predict organisational goals and
expectations that in turn makes the resolution of job-
related challenges easier. This results in enhanced perfor-
mance and overall positive experience towards the job and
organisation, thus making involvement and satisfaction with
their job more likely. Similarly, P-J fit theory emphasises
that employees will make greater contributions when there
is high P-J fit and their work environment facilitates the
effective utilisation of their skills and abilities. Such sus-
tained contributions towards the job in turn increase the
possibility that their performance will be recognised and
rewarded with job supplies that brings about greater job sat-
isfaction (Bretz & Judge, 1994; Yu, 2016). In line with the
theoretical arguments and empirical support provided
above, the following hypotheses are formulated:
H1: P-O fit is positively related to job satisfaction.
H2: P-J fit is positively related to job satisfaction.
Differential impact of P-O and P-J fit on job
satisfaction
Kristof (1996) submitted that both P-O and P-J fit entail
interactions at different levels of environment and there-
fore have distinct components of work environment as their
referents (organisation level vs. job level). Thus, both types
of fit are assumed to be related with behaviours and atti-
tudes specific to their specific referent. P-O fit tends to be
more strongly related with organisation-specific attitudes,
such as organisational commitment and turnover intentions
whereas P-J fit tends to be more strongly associated with
the job specific attitudes, such as job satisfaction. Although
P-O and P-J fit both could predict job satisfaction, P-J fit
tends to have greater impact (Kristof-Brown et al., 2005;
Saks & Ashforth, 2002).
Jansen and Kristof-Brown (2006) submitted that individu-
als rely on dominant fit cue while forming work-related atti-
tudes such as job satisfaction. P-J fit appears to be the
dominant fit cue as employees who perceive that they lack
the necessary skills and abilities, or their skills and abilities
do not match with the requirements of their specific job are
less likely to find the jobs offered to them as personally sat-
isfying and materially rewarding (Edwards, 1996;
Han, Chiang, McConville & Chiang, 2015). Moreover, P-O fit
is concerned with the broader work environment, whereas
P-J fit is more significant in carrying out one’s task
 ARTICLE IN PRESS
P-O Fit, P-J Fit and OCB
performance. P-O fit in particular does not take into account
employees’ job specific skills, and is not directly associated
with the daily activities and tasks of a job, and hence its
influence on job satisfaction is predicted to be lesser than
perceived P-J fit.
The rationale for matching the referent of fit with out-
comes directed at the same level vs. when they are targeted
at the lower level is also grounded in theoretical rationale in
the organisational identification and organisational citizen-
ship behaviour literature. A study by Trembay and
Simard (2018) reported that perceived organisational sup-
port was more strongly related to organisational citizenship
behaviour directed towards the organisation (OCBO),
whereas co-worker support was more strongly related to
organisational citizenship behaviour directed towards the
individual (OCBI). Similarly, Kumar and Singh (2012) exam-
ined the differential impact of perceived quality of
exchange targeted at the organisation (EEX-O) and quality
of leader-member exchange targeted at individuals (LMX-I)
on organisational identification and turnover intentions
(considered as constructs targeted towards the organisation)
in the Indian context. Their findings showed that EEX-O had
a greater impact on organisational identification than LMX-I.
However, in case of turnover intentions the results revealed
no significant difference in the relative impact of both EEX-
O and LMX-I.
Since job satisfaction is the feeling of positive emotional
state for the job as a whole or in general, the job level refer-
ent of fit is likely to have greater impact on job satisfaction
as compared to the organisation level referent. In this
regard, Harold, Oh, Holtz, Han and Giacalone (2016) found
that organisation-specific referent of fit was significantly
more related to organisation specific attitude i.e., organisa-
tional frustration, whereas job-specific referent of fit was
more strongly related to job specific attitude i.e., job frus-
tration. The findings of Lauver and Kristof-Brown (2001) on
the differential impact of P-O and P-J fit however revealed
no significant difference in the relative influence of these
two types of fit on job satisfaction (considered as a construct
targeted at the job level), whereas P-O fit had a relatively
greater impact on turnover intentions than P-J fit. Con-
trarily, Maden and Kabasakal (2014) reported that percep-
tion of P-O fit was a better predictor of job satisfaction and
organisational commitment than P-J fit.
The dissimilar findings and arguments reported above
suggest that P-O and P-J fit needs to be investigated further
for their differential impact on job satisfaction in order to
arrive at any final conclusion. Therefore, this study extends
the Kristof’s (1996) assertion to investigate if the impact of
P-O fit and P-J fit on the attitudes and behaviours directed
at the corresponding level would be significantly greater
than the impact when they are targeted at the lower level
(organisation level vs. job level). For the said purpose, the
following hypothesis is set.
H3: P-J fit has more impact on job satisfaction than P-O fit.
P-O and P-J fit and OCB
According to the theory of self-identity, when employees
perceive that their work-environment, job demands and
organisational culture align with their personal values,
Please cite this article in press as: N. Kaur, L.S. Kang, Person-organisation fit, person-job fit and organisational citizenship behaviour: An examination of the
mediating role of job satisfaction, IIMB Management Review (2022), https://doi.org/10.1016/j.iimb.2021.12.003
5
abilities and future career goals, emotional responses may
follow. As per emotion theory (Plutchik, 1989), when emo-
tional connections develop between employees and organi-
sations, positive extra-role behaviours that can directly
benefit the organisations are easily formed. The theory fur-
ther apprehends that when employees perceive a high con-
gruence with their job and organisation, they are more
willing to provide extra assistance to their colleagues and
customers, and show a high level of adjustment and extra-
role behaviours towards their organisation as they believe
anything that is beneficial for the organisation will also be
beneficial for them (Newton & Jimmieson, 2008; Wei, 2013).
Similarly, Vogel and Feldman (2009) and Li and Hung (2010)
observed that individuals with high level of P-O and P-J fit
develop a strong sense of accomplishment and belongingness
towards their job and organisation, and consequently are
more resolute and energetic in engaging in extra-role behav-
iours towards their colleagues and the organisation as a
whole. According to Chhabra (2016), perception of P-O fit
was significantly related to employees’ engagement towards
OCB, while perception of P-J fit was not. These findings high-
light the inconclusive nature of relationship between per-
ceptions of P-O and P-J fit and OCB, and warrants further
investigation to provide a more systematic support to the
fit-OCB literature. Further, prior research investigating the
simultaneous impact of both P-O and P-J fit on OCBI, OCBC,
and OCBO have been absent or scarce, at best. Thus, to
understand the nature of relationship between P-O fit, P-J
fit and OCB directed at individuals, customers, and the orga-
nisation, the following hypotheses are proposed:
H4a-c: P-O fit is positively related to OCBI, OCBC and
OCBO.
H5a-c: P-J fit is positively related to OCBI, OCBC and
OCBO.
Differential impact of P-O and P-J fit on OCB
facets
While it is already established that perception of both P-O fit
and P-J fit are related to OCB, there is hardly any study that
has examined the differential impact of P-O and P-J fit on
OCB and its dimensions.
There are several lines of reasoning to believe that P-O fit
will have a greater influence on OCB and its dimensions as
compared to P-J fit. Primarily, OCB involves discretion and
manifests predisposition and volition instead of proficiency
as a major determinant of its variation and is not likely to be
job-prescribed. As its activities are not tied to any one spe-
cific job within the organisation, OCB is likely to be affected
strongly by organisational instead of job-specific fit (Borman
& Motowidlo, 1993). Moreover, P-J fit is more directly associ-
ated with technical core activities, and consequently is
more affected by knowledge, skills and abilities. Because of
its discretionary nature, citizenship behaviours are less
bounded by knowledge, skills and abilities and should there-
fore be predicted mainly by assessing the personal attributes
of an individual (Chiaburu, Oh, Berry, Li & Gardner, 2011;
Motowidlo & Van Scotter, 1994). In support of this,
Boon et al. (2011) demonstrated that P-O fit mediated the
relationship between HR practices and organisational com-
mitment and OCB, whereas P-J fit mediated the relationship
 ARTICLE IN PRESS
6 N. Kaur, L.S. Kang
between HR practices and job satisfaction.
Kumar, Jauhari and Singh (2016) also reported that OCBI pre-
dicted relatedness need satisfaction of individuals, whereas
OCBO predicted psychological health, thus providing sup-
port to the assertion that the antecedents when they
are targeted at different levels are expected to associate
differently.
P-O fit as compared to P-J fit also plays a pivotal role in
building long term congenial relationships with colleagues,
customers, and the organisation as value compatibility in
the beginning enhances trust and mutual understanding
between the parties involved (Sekiguchi, 2007). OCBI and
OCBC which represent courtesy and extra-role behaviours
towards colleagues and customers are more likely to be
affected by organisation-specific as compared to job-specific
referent of fit because employees are more likely to help
others and support the larger interests of the organisation
when they share the fundamental organisational values (P-O
fit). First, employees who share high value congruence with
their organisation are more likely to have a similar perspec-
tive as other organisational members. As a result, employees
who embrace similar values develop common ways of com-
prehending organisational events which reduce interper-
sonal conflicts and encourages them to engage in courteous
and cooperative behaviours with each other (Maden & Kaba-
sakal, 2014; Park, Oh & Lee, 2020). Second, P-O fit also
increases employees’ motivation to engage in meaningful
and lasting relationships as value congruence encourages
homogeneity and strong social ties with other individuals,
both of which serve as a precondition for engaging in
OCBI and OCBC. Similarly, OCBO that reflects employees
‘ownership’ and responsiveness towards one’s organisa-
tion is more strongly affected by perception of P-O fit
than P-J fit. This is because employees who perceive high
value congruence with their organisation feel more
involved with the broader mission and vision of the orga-
nisation, and are more likely to define themselves as a
part of their organisation that builds up organisational
identification and fosters OCBO (Cable & DeRue, 2002).
In the light of the above discussion, the following hypoth-
eses are postulated.
H6a-c: P-O fit has more impact on OCBI, OCBC and OCBO
than P-J fit.
Mediating role of job satisfaction
Social exchange theory (SET) explains how job satisfaction
can play a mediating role between fit perceptions and OCB.
The theory posits that employees and the organisations, as
two parties in an exchange relationship, interact on the
basis of the norm of reciprocity such as one party’s actions
are contingent on the rewarding reactions of another party
(Blau, 1964). Specifically, P-J fit equates the reciprocity
principle of social exchange theory and indicates that par-
ties in exchange (employees and the organisation) offer ben-
efits in anticipation of the balance they expect in terms of
what they put into the relationship and what they get.
Blau (1964) observed that the establishment of exchange
relationships requires making investments which conjures
commitment and trust for the other party. Since social
exchange demands trusting others for evoking reciprocity,
Please cite this article in press as: N. Kaur, L.S. Kang, Person-organisation fit, person-job fit and organisational citizenship behaviour: An examination of the
mediating role of job satisfaction, IIMB Management Review (2022), https://doi.org/10.1016/j.iimb.2021.12.003
the trust which originates from perceived value congruence
with other organisational members may stimulate employ-
ees’ job satisfaction by encouraging cooperative gestures
amongst co-workers (Mayer, Davis & Schoorman, 1995). The
theory further suggests that these interdependent transac-
tions under certain circumstances have the potential to cre-
ate high quality social exchange relationships as these
relationships create a sense of relational obligation amongst
employees to support their organisation
(Rhoades, Eisenberger & Armeli, 2001; Van Dyne, Graham &
Dienesch, 1994). Employees’ affective responses in terms of
job satisfaction represents such circumstances as it tran-
scends the nature of exchange between employees and the
organisation from a pure economic exchange to a relational
exchange. Relational exchange motivates employees to go
the extra mile in a manner beyond what is expected from
them to contribute in the interest of the organisation
(MacKenzie, Podsakoff & Ahearne, 1998; Rousseau &
Parks, 1993). By discharging their obligations towards the
organisation, individuals demonstrate their affective reac-
tions and the gradual expansion of mutual exchange. Recip-
rocation, thus, gradually reinforces and strengthens
satisfaction, the axis upon which relational exchange
revolves (Aryee, Budhwar, & Chen, 2002). Following this line
of reasoning, it is expected that P-O fit and P-J fit percep-
tions foster relational contract between employees and the
organisation through a sense of obligation to reciprocate.
One way for employees to enhance their reciprocation is
through increased OCBs.
In line with this theoretical elaboration, empirical
research has demonstrated that employees who experience
high level of P-O fit and P-J fit display high level of commit-
ment and satisfaction, and are more likely to exhibit positive
emotions to the organisation’s actions and behaviours
toward them (Cable & DeRue, 2002). Similarly, Lee and Mow-
day (1987) asserts that “met expectations” amongst employ-
ees reinforce affective reactions towards work (i.e., job
satisfaction), which subsequently leads to favourable out-
comes with respect to attainment of organisational goals
through OCB. Furthermore, with regards to job satisfaction,
prior studies have shown that job satisfaction affects OCB
positively (Bateman & Organ, 1983; Organ & Ryan, 1995;
Podsakoff, MacKenzie, Moorman & Fetter, 1990;
Vilela, Gonza lez & Ferrín, 2008). Oplatka (2006) investi-
gated the relationship between job satisfaction and OCB and
found that a more conducive and empowered school climate
significantly increased individuals OCB through higher per-
ception of job satisfaction. Likewise, Bilgin et al. (2015)
asserted that when individuals are satisfied with their job,
they will be in a positive mood and will exhibit higher OCB
towards the colleagues and the organisation. Therefore, job
satisfaction which is a manifestation of social exchange and
underpins the expression of goodwill, support, and loyalty is
considered as a mediator in the relationship between P-O
fit, P-J fit and OCB.
H7: Job satisfaction is positively related to OCBI, OCBC
and OCBO.
H8: Job satisfaction mediates the relationship between
P-O fit and OCBI, OCBC and OCBO.
H9: Job satisfaction mediates the relationship between
P-J fit and OCBI, OCBC and OCBO.
 ARTICLE IN PRESS
P-O Fit, P-J Fit and OCB 7

Research methodology Table 1 Demographic characteristics of respondents.

Sample and procedure Demographics Frequency Percentage

Age
Data were collected from employees working in private sec- <25 years 79 18.9
tor banks located in three major cities (Amritsar, Jalandhar 25–30 years 120 28.6
and Ludhiana) in the state of Punjab, India. Multi-stage ran- 30–35 years 124 29.6
dom sampling was used to collect the data. First, the top 16 >35 years 96 22.9
Indian Private Sector Banks were shortlisted on the basis of
the ‘Business Today’ survey (2016), which included HDFC Gender
Bank, ICICI Bank, Axis Bank, Yes Bank, Kotak Mahindra Bank, Male 255 60.9
IndusInd Bank, RBL Bank, Federal Bank, City Union Bank, Female 164 39.1
Development Credit Bank, Karur Vysya Bank, Lakshmi Vilas Marital Status
Bank, Karnataka Bank, South Indian Bank, Dhanlakshmi Bank Unmarried 286 68.3
and Catholic Syrian Bank. Second, out of these top 16 banks, Married 133 31.7
only those banks with at least one branch in the three
selected cities were selected. Consequently, 4 banks includ- Education level
ing RBL Bank, Lakshmi Vilas Bank, Dhanlakshmi Bank, and High school 6 1.4
Catholic Syrian Bank were excluded from the sample, and Bachelor 183 43.6
the other 12 banks constituted the sample for the study. Master 230 55
Five branches of each bank were selected on the basis of the Organizational tenure
number of employees. The composition of banks under study 0–5 years 268 64
reflects the general classification of scheduled commercial 5–10 years 111 26.5
banks in the Indian banking sector. All the banks were pri- >10 years 40 9.5
vately owned and were governed by identical norms and reg- Total work experience
ulations framed by Reserve bank of India (RBI). In terms 0–5years 174 41.5
of organisational structure, all the banks operate through 5–10 years 141 33.7
branch banking, with each branch employing on an aver- >10 years 104 24.8
age 8–10 employees. The data collection was restricted
to a single type of industry i.e., private banking sector
with a view to minimise the possible impact of industry
type and cross-variations in the work system in the Job satisfaction: Job satisfaction was measured using a
selected organisations. four-item affective job satisfaction index of Thompson and
Self-administered questionnaires were distributed per- Phua (2012) with a = 0.874. Sample item for this scale is: “I
sonally to employees working in the selected branches find real enjoyment in my job”.
located in the selected three major cities. A total of 540 OCB: Lee and Allen’s (2002) 16-item scale with eight
questionnaires were distributed to the respondents, out of items representing citizenship behaviours directed towards
which 460 respondents completed the survey. Finally, 419 individuals (OCBI) and the other assessing citizenship behav-
questionnaires were found to be useable and were used for iours directed towards organisation (OCBO) was used. OCBC
the analysis. The average age of the respondents was was measured by adapting eight items from Rego and
30.84 years (SD = 6.56) with females constituting 39.1% of Cunha (2008) and Ma et al. (2013) scale. Self-ratings of
respondents. The respondents had an average of 6.61 years employees were used to indicate how often they engage in
of total work experience. Fifty-five percent of the respond- these behaviours using a seven-point Likert scale (1= never,
ents had a master’s degree, followed by 43.6% with bache- 7 = always). Sample items for OCBI, OCBO and OCBC sub-
lor’s degree and only 1.4% of them had a high school degree. scales are: ‘‘I help my colleagues who have been absent, to
The demographic profile of the respondents is presented in finish their work (OCBI)’’, ‘‘I take actions to protect my orga-
Table 1. nisation from potential problems (OCBO)’’, and “I am kind
and polite with every customer (OCBC)”. The Cronbach’s
alpha for OCBI, OCBO and OCBC sub-scales were 0.902,
Measures
0.937, and 0.902 respectively.
Control Variables: Age, gender, marital status, organisa-
All the items in the questionnaire were measured on a
tional tenure and total work experience were used as con-
seven-point Likert scale unless stated otherwise anchored
trol variables in the study.
from 1= ‘strongly disagree’ to 7= ‘strongly agree’.
P-O fit: A three-item scale developed by Cable and
Judge (1996) was used to assess P-O fit with a = 0.839. A sam- Results
ple item is: “My values match or fit the values of this organiza-
tion”. Descriptive statistics
P-J fit: The five-item scale developed by Lauver and Kris-
tof-Brown (2001) was used to assess employees’ perceived Table 2 reveals the mean, standard deviation and the corre-
P-J fit with a = 0.945. A sample item is: “My abilities fit the lations amongst the constructs. The mean value of employ-
demands of this job”. ees’ perception about P-O fit was 6.16, indicating a higher

Please cite this article in press as: N. Kaur, L.S. Kang, Person-organisation fit, person-job fit and organisational citizenship behaviour: An examination of the
mediating role of job satisfaction, IIMB Management Review (2022), https://doi.org/10.1016/j.iimb.2021.12.003
 ARTICLE IN PRESS
8 N. Kaur, L.S. Kang

level of perceived fit with the organisations. The employees

.515**
had a fair agreement with their level of P-J fit (mean =5.49)
10

1
and satisfaction with their respective jobs (mean = 5.89).
Additionally, the respondents exhibited a high level of

.584**
.516**
OCBI (mean = 6.05), OCBC (mean = 6.12) and OCBO
(mean = 6.03). The correlation between each latent variable
9

1
was positive and significant.

.539**
.537**
.449**
Measurement model
8

1
As suggested by Anderson and Gerbing (1988), first, confir-
.298**
.236**
.252**
.260**
matory factor analysis (CFA) was performed to assess the
7

psychometric properties of the measurement model, and

then the path coefficients of the hypothesised model were
tested using structural model. The measurement model
.454**.
.460**
.455**
.383**
.216*

showed an excellent fit with the data (x2/df = 1.290, GFI

6

=0.910, CFI =0.983, IFI= 0.983, NFI =0.928, NNFI =0.981, and
RMSEA =0.026).
The convergent validity of the constructs was assessed
.152**
.105*

0.044
0.036
0.032
.009

through composite reliability and average variance

extracted (AVE). The composite reliability for all the con-
1
5

structs ranged from 0.841 to 0.945, which is well above the

stipulated limit of 0.70 (Hair, Black, Babin, Anderson &
.630**

Tatham, 2006). The average variance extracted for each

0.104*
.052
.048
0.006

0.005
0.023

construct ranged from 0.536 to 0.774, which confirmed the

1

convergent validity, given that it should have values greater

4

than 0.5 (Fornell & Larcker, 1981; Hair et al., 2006). To ver-
ify discriminant validity, in accordance with Fornell and
0.329**
0.417**

0.118*

Larcker (1981), the values of marginal shared variance (MSV)

0.026

0.094
0.025
0.022
0.022

and average shared variance (ASV) between the latent con-

1

structs should be less than the AVEs of the individual con-

3

structs. As shown in Table 3, the values of MSV and ASV

between the constructs were less than the AVEs of the indi-
0.185**

0.119*

vidual constructs, thereby confirming discriminant validity.

.002
.082
0.074
0.003

0.004
0.053
0.064
1
2
Descriptive statistics and correlations amongst study variables.

Common method bias

0.137**
0.486**
.550**
.789**

.101*
.068
0.005

0.052
0.022
0.033

Harman’s single factor test was conducted by using an

exploratory factor analysis (EFA) and the result of EFA for all
1
1

the items from the latent constructs constrained to a single

factor explained a variance of 36.26% on the first factor,
.49
.47
6.56

3.71
5.25
0.81
1.42
0.88
0.70
0.65
0.86

which is below the threshold limit of 50% of total variance. It

S.D

is thus concluded that the sample does not suffer from the
problem of common method bias.
30.84
1.39
1.31
4.23
6.61
6.16
5.49
5.89
6.05
6.12
6.03
Mean

Table 3 Psychometric properties of the latent constructs.

Total work experience
Organizational tenure

Latent Constructs CR AVE MSV ASV

( 0.7) ( 0.5)
Job satisfaction

P-O Fit 0.841 0.639 0.275 0.209

Marital status

P-J Fit 0.945 0.774 0.108 0.076

Variables

Job Satisfaction 0.875 0.636 0.372 0.273

Gender

P-O fit
P-J fit

OCBO
OCBC

OCBI 0.902 0.536 0.416 0.288

OCBI

Significant at:.
Age

OCBC 0.903 0.538 0.416 0.287

p< 0.01,.
p < 0.05.

OCBO 0.937 0.652 0.314 0.226

Table 2

CR= Composite reliability; AVE=Average variance extracted;

S.No

MSV=Marginal shared variance; ASV=Average shared variance.

10
11
1
2
3
4
5
6
7
8
9

**
*

Please cite this article in press as: N. Kaur, L.S. Kang, Person-organisation fit, person-job fit and organisational citizenship behaviour: An examination of the
mediating role of job satisfaction, IIMB Management Review (2022), https://doi.org/10.1016/j.iimb.2021.12.003
 ARTICLE IN PRESS
P-O Fit, P-J Fit and OCB
Figure 1 Standardised parameter estimates of the research
model.
Note: Non-significant relationships are represented by
dotted line.
***
p < 0.001, ** p < 0.01, * p < 0.05.
Structural model
The results of the structural model (Figure 1) showed an
adequate fit with the data (x2/df =1.437, p <0.05,
GFI = 0.90, CFI =0.970, IFI= 0.970, NFI =0.908, NNFI =0.966,
and RMSEA =0.032). The results indicated that both P-O fit
(b = 0.464, p < 0.001) and P-J fit (b = 0.213, p < 0.001) were
significantly related to job satisfaction, thus supporting
H1 and H2. The Hotelling-Williams t-test for testing the sig-
nificance of difference amongst dependant correlations
(Williams, 1959) revealed that the perception of P-O fit was
more strongly related to job satisfaction than P-J fit
(r = 0.454 vs. 0.298, p < 0.01; t = 2.93, df =416, p < 0.01).
Hence, H3 was not validated.
In support of H4a-c, P-O fit was found to be significantly
related to OCBI (b = 0.274, p < 0.001), OCBC (b = 0.271, p <
0.001) and OCBO (b = 0.227, p < 0.001). However, the
results revealed no significant association between P-J fit
and OCBI (b = 0.026, p = ns) and between P-J fit and
OCBC (b = 0.048, p= ns), but the association between P-J
fit and OCBO (b = 0.103, p < 0.05) was found to be
significant. Therefore, H5a and H5b were not supported
but H5c was accepted. The Hotelling-Williams t-test
indicated that P-O fit was significantly more strongly
related to OCBI (r = 0.460 vs. 0.236, p < 0.01; t = 4.16,
df =416, p < 0.01), OCBC (r = 0.455 vs. 0.252, p < 0.01;
t = 3.77, df =416, p <0.01), and OCBO (r = 0.383 vs. 0.260,
p < 0.01; t = 2.21, df =416, p <0.05) than was P-J fit. Thus,
H6a-c was validated.
The results showed that job satisfaction was significantly
positively related to OCBI (b = 0.516, p < 0.001), OCBC
(b = 0.492, p < 0.001), and OCBO (b = 0.388, p < 0.001), sup-
porting H7.
Mediation effect
To test the presence of mediation, direct relationship
between P-O fit, P-J fit and OCBI, OCBC, and OCBO were
examined in the absence of mediator (job satisfaction),
which turned out to be significant. This serves as an
Please cite this article in press as: N. Kaur, L.S. Kang, Person-organisation fit, person-job fit and organisational citizenship behaviour: An examination of the
mediating role of job satisfaction, IIMB Management Review (2022), https://doi.org/10.1016/j.iimb.2021.12.003
9
assumption before testing the mediation effect in bootstrap
analysis.
The bootstrap analysis indicates that the standardised
indirect effects of the relationship between P-O fit and OCBI
(b = 0.239, p < 0.001); P-O fit and OCBC (b = 0.228,
p < 0.001); and P-O fit and OCBO (b = 0.180, p < 0.001) via
job satisfaction were significant, thus supporting the pres-
ence of mediation effect. Job satisfaction partially mediates
the relationship between P-O fit and OCBI, OCBC, and OCBO,
as in the presence of mediating variable the direct relation-
ships between P-O fit and OCBI, OCBC, and OCBO remained
significant, thus confirming H8. The indirect standardised
estimates of the relationship between P-J fit and OCBI
(b = 0.110, p < 0.001); P-J fit and OCBC (b =0.105,
p < 0.001); and P-J fit and OCBO (b = 0.083, p < 0.001),
were also found significant, thus supporting H9. Because of
zero direct effects, the results confirmed the full mediation
of job satisfaction in the relationship between P-J fit, and
OCBI and OCBC. In case of P-J fit and OCBO, the results con-
firmed the partial mediation of job satisfaction as the direct
relationship remained significant even in the presence of
the mediating variable.
Discussion
The study simultaneously examines the impact of perceived
P-O fit and P-J fit on OCB of employees in the Indian private
sector banks while taking into account the mediating role of
job satisfaction in these relationships. The differential
impact of perceived P-O and P-J fit on outcomes directed at
job and organisational level was also explored.
The findings reveal that both P-O and P-J fit are signifi-
cant predictors of frontline employees’ job satisfaction in
the Indian banking sector. The finding corroborates the find-
ing of Iplik, Kilic and Yalcin (2011)) and Yu (2016). Further,
the findings indicate that the relative impact of P-O fit on
job satisfaction is significantly greater than the impact of
P-J fit on job satisfaction. This finding is in contradiction
with the findings of existing literature which holds that P-J
fit has a greater influence on job satisfaction than P-O fit
(Kristof, 1996; Saks & Ashforth, 2002). The finding could be
attributed to highly structured and routinised nature of job
descriptions of frontline employees in private sector banks
that neutralise the impact of employees’ P-J fit on their
level of job satisfaction while simultaneously increasing the
importance of congruence with the organisational culture
and values. The finding could also be explained from the
point of view that the interaction between an employee and
the organisation is not restricted to an agreement to fulfil a
specific task or job. This is because the organisation as a
whole directs and shapes a group or community which may
influence the individual in a broader way, for instance,
through a sense of self-identity or by directing them to
behave in a manner that benefits the organisation. Further,
the movement of individuals within the organisation over a
period of time either due to promotions or job displacement
may also accentuate the impact of value congruence on job
satisfaction over person-job fit (King, Felin & Whetten, 2010).
In line with the theoretical elaboration, P-O fit is found to
be significantly related to frontline employee’s display of
OCBI, OCBC and OCBO. While no significant impact of P-J fit
 ARTICLE IN PRESS
10
on OCBI and OCBC has been observed except for OCBO. The
results also reveal that P-O fit was more intensely related to
OCB dimensions as compared to P-J fit. The finding may be
associated with the fact that the performance of these
behaviours is more volitional in nature and employees
choose to engage in OCBs if they experience high value con-
gruence and identification with the organisation. Since P-O
fit is all about a sense of personal connection and integration
of individual values with the organisational values, individu-
als with high value congruence may display OCBI, OCBC and
OCBO as a means to reinforce their own self-concepts and
exemplify organisational values through such behaviours and
attitudes. Conversely, hiring individuals who are well-quali-
fied for the job does not also itself guarantee the perfor-
mance of extra-role behaviours. In other words, such
employees may possess the ability and skill to help co-work-
ers or customers but they might not like assisting them as
they associate more with the job rather than with the group
or organisation. They might be happy about the higher salary
and attractive benefits, but they still may not embrace the
value of engaging in discretionary behaviours for the benefit
of colleagues and customers as the organisation prefers.
Such individuals are more likely to conform to standard per-
formance expectations just to keep and secure their jobs. In
contrast, individuals whose values match with those of the
organisation tend to stress the significance of OCB for organ-
isational effectiveness (Farrell & Oczkowski, 2009). In case
of OCBO which is characterised as a status and visible form
of OCB, its significant relationship with P-J fit might reflect
the planned and deliberate behaviour of individuals with
high P-J fit. Since there is a clear target, i.e., the organisa-
tion, there might be an implicit expectation of reciprocity
by employees for the performance of OCBO rather than con-
cern for the welfare of the organisation.
The results of investigating the mediating role of job satis-
faction in the relationship between P-O fit and OCB facets con-
firmed the partial mediating effect of job satisfaction. This
suggests that perception of P-O fit not only directly causes
employees to better socialise with the organisational members
and perform citizenship behaviours, but such perception of
value congruence also impact employees’ satisfaction with their
job, which in turn positively influences their display of OCBI,
OCBO and OCBC. The results also indicate the full mediation of
job satisfaction in the relationship between P-J fit and OCBI and
OCBC. These findings imply that perception of P-J fit directly
have no impact on OCBI and OCBC, but the perception of P-J fit
affects OCBI and OCBC only through job satisfaction. This high-
lights that job satisfaction is an important affective psychologi-
cal mechanism through which perceived P-J fit is linked to OCBI
and OCBC. While in case of OCBO, the results point out that P-J
fit affects OCBO both directly and indirectly through job satis-
faction. This demonstrates that the fit which employees per-
ceive between their abilities and their jobs induces them to
experience a high level of psychological identification with their
job and derive a high degree of job satisfaction from it. This, in
turn, enhances their display of extra-role behaviours.
Implications
The results of the study conjure up important implications
for organisations, specifically for the banking sector. Due to
the dynamic nature of business environment, employees
Please cite this article in press as: N. Kaur, L.S. Kang, Person-organisation fit, person-job fit and organisational citizenship behaviour: An examination of the
mediating role of job satisfaction, IIMB Management Review (2022), https://doi.org/10.1016/j.iimb.2021.12.003
N. Kaur, L.S. Kang
who work in banks are required to demonstrate more extra-
role behaviours because they have to deal with superior cus-
tomer service quality, customers from diverse demographics
including international customers and increased competitive
pressure to differentiate themselves (Kaur, 2015;
Sengupta, Yavas & Babakus, 2015). The finding that P-O fit
manifests a stronger relationship with job satisfaction and
OCB facets than P-J fit suggests that promoting high degree
of P-O fit amongst employees is one of the ways to improve
their satisfaction with the job and to encourage various
aspects of OCB. Therefore, it is essential that organisations
foster practices and interventions that improve aspects of
individuals’ P-O fit. In this regard, managers should provide
regular and extensive information about the organisation’s
culture, vision and values to its employees. Doing so would
enhance fit between an individual’s own values and those
espoused by the organisation.
Past research suggests that the effectiveness of an orga-
nisation depends largely either on demand-ability match, or
on value congruence, instead of a simultaneous match
between individual and organisational values and individu-
als’ abilities and demands of job (Bowen et al., 1991). The
findings of the study highlights that both P-O and P-J fit,
either directly or indirectly, can impact the organisational
effectiveness through the display of citizenship behaviours.
This suggests that adopting either “selecting for the organi-
sation and not for the job” or “selecting for the job and not
for the organisation” strategy can detract from organisa-
tional success. Choosing one approach over another might
even increase attrition and training costs, specifically in
banking sectors where employees experience high levels of
job stress. Therefore, organisations in addition to hiring
individuals based on their value congruence, should also
keep in mind the skills, knowledge and personal traits of the
individual performing those specific jobs in order to create a
milieu for relational/social exchange with employees
(Iplik et al., 2011).
Limitations and future directions for research
The results of the study offer interesting insights, but they
should be considered with caution as the study is not without
limitations. The sample is restricted to banking organisa-
tions and that too operating in the private sector only.
Therefore, in order to extend the findings of the study,
future research should be conducted across different indus-
tries and contexts. Another limitation concerns the absence
of a multi-national research design as the sample respond-
ents were restricted to Indian nationality only in the study.
Thus, future research that makes use of multi-national
research designs to assess the cross-national similarities and
disparities in the hypothesised relationships could be a fer-
tile area of research. Further, the study is based on a cross-
sectional design which restricts the possibility of demonstra-
tion of causal order amongst constructs. Nevertheless, a lon-
gitudinal design in which the hypothesised relationships are
measured at different time intervals would provide, at the
least, a more nuanced approach for confirming the direction
of the tested relationships. Despite the importance of per-
ceived fit, it is recognised that investigating both subjective
 ARTICLE IN PRESS
P-O Fit, P-J Fit and OCB
and objective fit would further validate the impact of P-O fit
and P-J fit on employee outcomes.
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