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This paper presents and tests a theoretical model of person-organization fit and organizational selection decisions using data from 35 organizations making hiring decisions. Results suggested that (a) interviewers were able to assess applicants' values with above-chance levels of accuracy, (b) interviewers compare their perceptions of applicants' values with their organizations' values to assess person-organization fit, and (c) it is perceived values congruence and not actual values congruence between applicants and organizations that predicted interviewers' person-organization fit perceptions. Results also suggested that interviewers' person-organization fit assessments had the largest effect on their hiring recommendations even after controlling for competing applicant characteristics (e.g., demographics, human capital), and that interviewers' hiring recommendations had large and significant effects on organizations' hiring decisions (e.g., job offers).


Suggested Citation
Cable, D. M. & Judge, T. A. (1995). The role of person-organization fit in organizational selection decisions (CAHRS Working Paper #95-07). Ithaca, NY: Cornell University, School of Industrial and Labor Relations, Center for Advanced Human Resource Studies.