People and organizational culture: a profile comparison approach to assessing person-organization fit

Article Abstract:

This article brings together three current themes in organizational behavior: (1) a renewed interest in assessing person-situation interactional constructs, (2) the quantitative assessment of organizational culture, and (3) the application of "Q-sort," or template-matching, approaches to assessing person-situation interactions. Using longitudinal data from accountants and M.B.A. students and cross-sectional data from employees of government agencies and public accounting firms, we developed and validated an instrument for assessing person-organization fit, the Organizational Culture Profile (OCP). Results suggest that the dimensionality of individual preferences for organizational cultures and the existence of these cultures are interpretable. Further, person-organization fit predicts job satisfaction and organizational commitment a year after fit was measured and actual turnover after two years. This evidence attests to the importance of understanding the fit between individuals' preferences and organizational cultures. (Reprinted by permission of the publisher.)

Analysis, Corporate culture, Organizational research, Organizational behavior

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Social capital at the top: effects of social similarity and status on CEO compensation

Article Abstract:

This study explored the effects of social capital, measured both absolutely and relatively, on CEO compensation in a sample of 61 CEO-compensation committee chairperson dyads. We controlled for variables representing economic, social comparison, and other social influence explanations for CEO compensation. Social similarity did not influence pay, but a chair's absolute social capital and a CEO's social capital relative to his or her chair's significantly increased CEO compensation. The potential of social capital explanations to increase understanding of the executive wage-setting process beyond that derived from simple economic theories is discussed. (Reprinted by permission of the publisher.)

Social aspects, Compensation and benefits, Compensation management, Chief executive officers, Social status

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The impact of information on job choices and turnover

Article Abstract:

A study of 108 MBA graduates to determine the relationship between original information on a job and subsequent turnover rate confirmed two hypotheses. First, there was a positive correlation between the perception that the information received was accurate and low subsequent turnover rates. Second, the degree of helpfulness associated with the source of information also correlated positively with low turnover rates.

Human resource management, Information management, Employee turnover, Information measurement

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