The Person-Environment Fit and Intention to Leave Relationships Research Paper

Person Environment Fit and Job Satisfaction

Previously conducted research on the relationship between these variables provides valuable insights as per the validation of the hypothesis. A meta-analysis conducted by Ahn and Lee (2019) was based on 15,589 employees whose person-environment fit was analyzed against job-related variables. The scholars integrated person-organization, and person-job fit into the first variable, and job satisfaction, organizational commitment, and intention to leave into the second variable. The findings of the study indicate that there is a strong positive relationship between person-environment fit and job satisfaction. Moreover, Redelinghuys et al. (2020), Redelinghuys et al. (2019), and Rocconi et al. (2020) validated the positive relationship between person-environment fit and job satisfaction when it is reinforced by leadership or organizational culture. Similar findings were delivered by Deschênes (2020), who identified that among the components of person-environment fit, the person-job fit was most vividly correlated with job satisfaction.

Moreover, the aspect of age influence on the relationship between the variables was addressed by Rauvola et al. (2019). This study identified that job satisfaction of older adults was more dependent on person-organization fit, while younger employees’ job satisfaction was more significantly influenced by person-job and person-group fit. A study by Gander et al. (2020) used a nationally representative sample of the employed adult population to measure the person-environment, and character strengths influence on job and life satisfaction. It was found that the stronger the character and the better the person-environment fit, the higher the level of job and life satisfaction. Furthermore, other authors concentrated on the impact of person-environment fit on job satisfaction in different fields of occupation and types of organization; the findings unanimously indicated a positive relationship between variable as found in federal employees, police officers, and project management professionals (Wang & Brower, 2018; Wang et al., 2020; White et al., 2021). Thus, the reviewed scholarly literature allows for supporting the hypothesis.

H1: There is a positive relationship between person-environment fit and job satisfaction.

Psychological Capital and Job Satisfaction

Several studies have been found to provide information on the moderating influence of psychological capital, including optimistic worldview, self-efficacy, resilience, and family support, on job satisfaction. According to Kun and Gadanecz (2019) and Aydin Sünbüland Aslan Gördesli (2021), whose primary area of concern was the educational field and teachers’ job experience, psychological capital predetermines better job satisfaction. Valuable insight on the correlation between health outcomes and psychological money was contributed by Diržytė and Perminas (20201), who found that people with fewer health issues demonstrate a higher level of psychological wellbeing, implying better opportunities for life and job satisfaction. A similar field-focused safety-management-related research on the correlation between the two variables found a positive relationship between psychological capital and safety compliance (Ye et al., 2020). Similarly, using data collected from a female sample with the help of a self-reported questionnaire, Ganji and Johnson (2020) identified the positive effect of family support on women’s job retention and satisfaction. Furthermore, Huynh and Hua’s (2020) research on the factors influencing job satisfaction and organizational commitment using data from employees at small- and medium-sized enterprises in Vietnam found that job satisfaction and psychological wellbeing were essential determinants for job commitment.

H2: There is a positive relationship between psychological capital and job satisfaction.

Job Satisfaction and Organizational Commitment

Previous studies investigating the effect of job satisfaction on organizational commitment in various fields provide the basis for supporting the hypothesis. Indeed, according to Romi et al. (2021) and Jigjiddorj et al. (2021), higher levels of job satisfaction led to better organizational performance, compliance with corporate policies and culture, as well as a commitment to the job. Moreover, as found by Zhu et al. (2014), job satisfaction and commitment are the driving forces of sustainable organizational development; identified positive relationships between job satisfaction and loyalty were proposed for practical use. However, as found by Goujani et al. (2019), not all categories of employees as derived from the loyalty matrix have a higher commitment as a result of job satisfaction; namely, the category of hostage employees showed a low level of loyalty. Nonetheless, the positive effect has been persistent in a general population of the reviewed studies.

H3: There is a positive relationship between job satisfaction and organizational commitment.

Job Satisfaction and Intention to Leave

As the review of previous studies suggests, lower job satisfaction triggers a higher level of likelihood to leave a job. According to Jiang et al. (2019), such factors as job satisfaction, payment, workload, and others, had a negative relationship with the intentions to resign. Similar findings were presented by Sasso et al. (2019) and Al-Muallem and Al-Surimi (2019), who identified that an increased level of nurses’ turnover and pharmacists’ intention to leave was highly dependent on diminished job satisfaction. Moreover, study results obtained by Mashuri and Maharani (2019) support the hypothesis and indicate negative relationships between the two variables. Therefore, since previous research findings provide relevant, verifiable, and credible data on the correlation between job satisfaction and the likelihood to leave a job, one might conclude by supporting the hypothesis.

H4: There is a negative relationship between job satisfaction and intention to leave.

Engagement Moderating Person Environment Fit and Job Satisfaction

One might assert that engagement moderates the relationship of dependence between the independent variable of person-environment fit and the dependent variable of job satisfaction based on the anticipated increased value of person-environment fit under the influence of engagement, which will ultimately affect job satisfaction, increasing it.

Engagement Moderating Psychological Capital and Job Satisfaction

A positive change in the value of psychological capital, as an independent variable, will result in the consecutive positive change in the dependent variable, job satisfaction. Engagement, as a moderator in the causal relationship between independent variable and dependent variable might either increase or decrease their relationship.

Engagement Moderating Job Satisfaction and Organizational Commitment

Since engagement is not a causal result of job satisfaction, it moderates the relationship between independent (job satisfaction) and dependent (organizational commitment) variables.

Engagement Moderating Job Satisfaction and Intention to Leave

Since there is a negative relationship between job satisfaction and intention to leave, the value of engagement as a moderator between independent (job satisfaction) and dependent (intention to leave) variables will predetermine the relationship between the variables.

Job Satisfaction Mediating Person Environment Fit and Organization Commitment

Since there is a positive relationship between person-environment fit and organizational commitment, job satisfaction might be regarded a mediator between the variables.

Job Satisfaction Mediating Person Environment Fit and Intention to Leave

Job satisfaction is a mediator in the person-environment fit and intention to leave relationship since person-environment fit predetermines job satisfaction, which ultimately affects intention to leave.

Job Satisfaction Mediating Psychological Capital and Organization Commitment

Job satisfaction is a mediator between psychological capital and organizational commitment due to the dependence of job satisfaction on psychological capital, which generates organizational commitment.

Job Satisfaction Mediating Psychological Capital and Intention to Leave

The mediating effect of job satisfaction on psychological capital and intention to leave is validated by the dependence of job satisfaction on psychological capital; job satisfaction level predetermines intention to leave.

References

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