In response to the millennial job-hopping fad and increasingly low retention rates organizations are facing, it is more important than ever that the best-fit candidate is chosen for the position and the organization. There are two common ways fit is typically defined: person-organization (P-O) fit is the congruence between an employee and the characteristics of a company; person-job (P-J) fit is the match between an employee’s knowledge, skills, and abilities (KSAs) and the requirements of the job in the organization (Edwards, 1991; Kristof, 1996). A large pharmaceutical company developed a quality of new hire criterion measure as a function of both P-O fit and P-J fit; that measure is examined in the current study. Results were limited because there were only six quality of hire ratings for managers included in the data set. Furthermore, no significant differences were found in quality of hire ratings for individual contributors based on their division (i.e., human health, support function, scientist, manufacturing, or animal health). Because of limitations (e.g., small sample size) many ideas for future research are discussed.
","abstract_html":"<p>In response to the millennial job-hopping fad and increasingly low retention rates organizations are facing, it is more important than ever that the best-fit candidate is chosen for the position and the organization. There are two common ways fit is typically defined: person-organization (P-O) fit is the congruence between an employee and the characteristics of a company; person-job (P-J) fit is the match between an employee’s knowledge, skills, and abilities (KSAs) and the requirements of the job in the organization (Edwards, 1991; Kristof, 1996). A large pharmaceutical company developed a quality of new hire criterion measure as a function of both P-O fit and P-J fit; that measure is examined in the current study. Results were limited because there were only six quality of hire ratings for managers included in the data set. Furthermore, no significant differences were found in quality of hire ratings for individual contributors based on their division (i.e., human health, support function, scientist, manufacturing, or animal health). Because of limitations (e.g., small sample size) many ideas for future research are discussed.</p>","abstract_has_math":false,"creators":["Palmer, Leah L."],"institution":null,"degree_name":"Master of Science","degree_level":null,"degree_discipline":"Department of Psychological Sciences","degree_department":null,"school":null,"contributors":["Elizabeth L. Shoenfelt (Director), Reagan D. Brown, Amber N. Schroeder"],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2015,"date_issued":"2015-05-01T07:00:00Z","date_published":"2015-05-01T07:00:00Z","updated_at":"2026-07-24T06:08:39Z","subjects":["Quality of New Hire","Organizational Behavior","Industrial Organization","Job Satisfaction","Industrial and Organizational Psychology","Personality and Social Contexts","Work, Economy and Organizations"],"languages":[],"rights":[],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":"https://digitalcommons.wku.edu/theses/1456","outbound_label":"Repository record","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Elizabeth L. Shoenfelt (Director), Reagan D. Brown, Amber N. Schroeder"]},{"key":"dc:creator","label":"Author","values":["Palmer, Leah L."]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:type","label":"Dc Type","values":["Thesis"]},{"key":"thesis:degree_discipline","label":"Discipline","values":["Department of Psychological Sciences"]},{"key":"thesis:degree_name","label":"Degree Name","values":["Master of Science"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Quality of New Hire","Organizational Behavior","Industrial Organization","Job Satisfaction","Industrial and Organizational Psychology","Personality and Social Contexts","Work, Economy and Organizations"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["https://digitalcommons.wku.edu/theses/1456"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.abstract","label":"Abstract","values":["In response to the millennial job-hopping fad and increasingly low retention rates organizations are facing, it is more important than ever that the best-fit candidate is chosen for the position and the organization. There are two common ways fit is typically defined: person-organization (P-O) fit is the congruence between an employee and the characteristics of a company; person-job (P-J) fit is the match between an employee’s knowledge, skills, and abilities (KSAs) and the requirements of the job in the organization (Edwards, 1991; Kristof, 1996). A large pharmaceutical company developed a quality of new hire criterion measure as a function of both P-O fit and P-J fit; that measure is examined in the current study. Results were limited because there were only six quality of hire ratings for managers included in the data set. Furthermore, no significant differences were found in quality of hire ratings for individual contributors based on their division (i.e., human health, support function, scientist, manufacturing, or animal health). Because of limitations (e.g., small sample size) many ideas for future research are discussed.
"]},{"key":"dc:title","label":"Title","values":["Examining Quality of Hire as a Function of Person-Organization and Person-Job Fit at \"PharmCo\""]}]}],"canonical_facts":{"dc:contributor":["Elizabeth L. Shoenfelt (Director), Reagan D. Brown, Amber N. Schroeder"],"dc:creator":["Palmer, Leah L."],"dc:description.abstract":["In response to the millennial job-hopping fad and increasingly low retention rates organizations are facing, it is more important than ever that the best-fit candidate is chosen for the position and the organization. There are two common ways fit is typically defined: person-organization (P-O) fit is the congruence between an employee and the characteristics of a company; person-job (P-J) fit is the match between an employee’s knowledge, skills, and abilities (KSAs) and the requirements of the job in the organization (Edwards, 1991; Kristof, 1996). A large pharmaceutical company developed a quality of new hire criterion measure as a function of both P-O fit and P-J fit; that measure is examined in the current study. Results were limited because there were only six quality of hire ratings for managers included in the data set. Furthermore, no significant differences were found in quality of hire ratings for individual contributors based on their division (i.e., human health, support function, scientist, manufacturing, or animal health). Because of limitations (e.g., small sample size) many ideas for future research are discussed.
"],"dc:identifier":["https://digitalcommons.wku.edu/theses/1456"],"dc:subject":["Quality of New Hire","Organizational Behavior","Industrial Organization","Job Satisfaction","Industrial and Organizational Psychology","Personality and Social Contexts","Work, Economy and Organizations"],"dc:title":["Examining Quality of Hire as a Function of Person-Organization and Person-Job Fit at \"PharmCo\""],"dc:type":["Thesis"],"thesis:degree_discipline":["Department of Psychological Sciences"],"thesis:degree_name":["Master of Science"]},"updated_at":"2026-07-24T06:08:39Z"}