We propose a new perspective on Person-Organization (P-O) fit by incorporating Evidence-Based Orientation (EBO). Accountability draws decision makers and public managers to use evidence in designing policies and public services. Some scholars have studied how organizations’ use of evidence and employees' P-O fit affect their performance and work satisfaction. To analyze P-O fit, we introduce the concept of cultural cognition, developed from the culture theory of risk. Cultural cognition explains that the perception of one’s environment, especially risk related situations, depends on their cultural identities. The concept has two dimensions: a Hierarchical-Egalitarian (H-E) dimension and the Individualism-Communitarianism (I-C) dimension. Individuals’ attitudes and values about their ideal world are reflected on these two dimensions, which are closely related to political issues.
Our study will bring deeper understanding of how the interaction between individuals and their working environment affects performance. By measuring P-O fit on two different dimensions, we can evaluate which dimension dominates in a certain subsector of public organizations and influences performance-influencing outcomes such as turnover, performance, and satisfaction. Furthermore, a distribution of sociopolitical attitudes of organization members can be created, and individuals can be compared to their organization’s distributions. Both perceived P-O fit and actual variation can be modeled. We can evaluate the role of perceived P-O fit, as well as how variations in each dimension shape P-O fit and affect performance.
Finally, an orientation toward using evidence will play an important role in explaining the relationship between P-O fit, job satisfaction, and performance. Many studies demonstrate that people consume information that confirms their beliefs while neglecting evidence that controverts their beliefs. This indicates that perceived P-O fit is related to how individual employees and organizations use evidence. Thus, we expect that an individual’s EBO may enhance their P-O fit and the relationship between P-O fit and their job commitment and satisfaction. For example, when an employee who is oriented toward evidence use (high EBO) works with other co-workers who have opposite values and use opposing evidence or substandard evidence, one will have lower job commitment and satisfaction compared to those who have lower EBO.
We employ a comparative model in which data is collected from multiple organizations in the US and South Korea. Evaluating different organizations, operating in different national cultures, and that provide unique public services, will offer some insights on relationships among P-O fit, EBO, and various political and social issues that each institution confronts. Also, analyzing P-O fit and EBO in different countries will broaden our understanding of P-O fit and EBO among employees and organizations in different administrative cultures. We further test whether classic subjective measures of P-O fit and our new two-dimensional measure of P-O fit show similar or distinct relational patterns, and if they differ by context, with EBO and performance-oriented outcomes likely varying across the two countries. Hence, we will be able to recognize the boundary conditions and settings of the effect of relationships among P-O fit, EBO, and performance oriented outcomes in a manner heretofore not considered.
Evidence use in government – its contribution to creating public value
