Types of Fit in Organizations and the Attraction-Selection-Attrition (ASA)

Types of Fit in Organizations
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Types of Fit in Organizations
Question One
Individual variations are significant in the organization. Personality, physical and cerebral prowess, and other fixed characteristics are all things that people bring to the workplace. Each individual brings unique qualities to the workplace; similarly, each firm is different, and so are the positions available within each company. Cultural fit is assessing prospective candidates to evaluate their cultural influence on the company (Rivera, 2015). This is because the employee and the company share similar ideals and practices. Person-organization fit refers to the degree to which a person’s personality, values, objectives, and other qualities correspond with those of the organization in which they work. Person-job fit refers to how well a person’s skills, knowledge, talents, and other attributes meet the requirements of a certain position.
The difference between “cultural fit,” “personal fit, and “person-organization fit” in an organization is that “Cultural fit” is how well an individual will blend in with the existing company culture, and “Person-organization fit” is how well a person matches the organization’s beliefs, personality, and objectives. Whereas “personal fit” is how well his skills and experience meet the requirements of the position. However, all three forms of organizational fit focus on how well an individual’s values, beliefs, skills, attitudes, and other traits align with the business’s.
Question Two
The Attraction– Selection–Attrition (ASA) hypothesis argues that organizations pick and attract comparable individuals, but dissimilar people are likely to depart due to attrition. Attraction-selection-attrition is the process through which an organization’s culture is maintained (ASA). Employees are first attracted to companies where they will feel comfortable. Those who thrive on competition may flourish in an office where competition among coworkers is encouraged. However, many thrive in collaborative environments. According to research, people with varying personalities are attracted to various cultural traditions (University of Minnesota, 2010). Employees with neurotic characteristics, for instance, are less likely to be drawn to create cultures based on the Big Five personality characteristics. In contrast, those with frankness to experience are more likely to be drawn to such environments.
In addition, there are flaws in the system, and a candidate’s interest in a firm may not be solely based on whether or not their values align with those of the organization. Good perks may not be the only thing attracting people there. The second element of the ASA framework, selection, prohibits them from entering this stage (University of Minnesota, 2010). Companies want to hire employees who complement their existing work environment and culture, just as job seekers seek suitable employment opportunities. Many employers prioritize cultural compatibility when recruiting in today’s comp...