Matching People and Organizations: Selection and Socialization in Public Accounting Firms
To investigate how the fit of an employee with his or her organization as a whole is established and maintained and what the consequences are in organizations, this study tracked the early careers of 171 entry-level auditors in eight of the largest U.S. public accounting firms and assessed the congr...
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| Veröffentlicht in: | Administrative science quarterly 1991-09, Vol.36 (3), p.459-484 |
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| container_title | Administrative science quarterly |
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| creator | Chatman, Jennifer A. |
| description | To investigate how the fit of an employee with his or her organization as a whole is established and maintained and what the consequences are in organizations, this study tracked the early careers of 171 entry-level auditors in eight of the largest U.S. public accounting firms and assessed the congruence of their values with those of the organization. Person-organization fit is shown to be created, in part, by selection (assessments of who the person is when he or she enters the organization) and socialization (how the organization influences the person's values, attitudes, and behaviors during membership. Results show some support for three general hypotheses: First, recruits whose values, when they enter, match those of the firm adjust to it more quickly; second, those who experience the most vigorous socialization fit the firm's values better than those who do not; and third, recruits whose values most closely match the firm's feel most satisfied and intend to and actually remain with it longer. |
| doi_str_mv | 10.2307/2393204 |
| format | Article |
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Person-organization fit is shown to be created, in part, by selection (assessments of who the person is when he or she enters the organization) and socialization (how the organization influences the person's values, attitudes, and behaviors during membership. Results show some support for three general hypotheses: First, recruits whose values, when they enter, match those of the firm adjust to it more quickly; second, those who experience the most vigorous socialization fit the firm's values better than those who do not; and third, recruits whose values most closely match the firm's feel most satisfied and intend to and actually remain with it longer.</description><identifier>ISSN: 0001-8392</identifier><identifier>EISSN: 1930-3815</identifier><identifier>DOI: 10.2307/2393204</identifier><identifier>CODEN: ASCQAG</identifier><language>eng</language><publisher>Ithaca, N.Y: Cornell University Samuel Curtis Johnson Graduate School of Management</publisher><subject>Accountants ; Accounting ; Accounting firms ; Analysis ; Applied psychology ; Assessed values ; Auditors ; Business ; Careers ; Congruence (Psychology) ; Corporate culture ; Corporations ; Cultural values ; Employee selection ; Entry level ; Human resource management ; Human resources ; Job satisfaction ; Management ; Mentors ; Organization ; Organizational Behavior ; Organizational Culture ; Organizational Structure ; Organizations ; Personnel ; Personnel Selection ; Public accounting ; Q sort ; Social perception ; Social research ; Socialization ; Statistical analysis ; Studies ; United States of America ; Values ; Work Organization</subject><ispartof>Administrative science quarterly, 1991-09, Vol.36 (3), p.459-484</ispartof><rights>Copyright 1991 Cornell University</rights><rights>COPYRIGHT 1991 Sage Publications, Inc.</rights><rights>Copyright Cornell University, Graduate School of Business and Public Administration Sep 1991</rights><lds50>peer_reviewed</lds50><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c494t-5e2bd15666165744229a419155f150063c0828f8859a8b6480186277c8992a793</citedby></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktopdf>$$Uhttps://www.jstor.org/stable/pdf/2393204$$EPDF$$P50$$Gjstor$$H</linktopdf><linktohtml>$$Uhttps://www.jstor.org/stable/2393204$$EHTML$$P50$$Gjstor$$H</linktohtml><link.rule.ids>314,776,780,799,12826,27323,27848,27903,27904,33753,33754,57994,58227</link.rule.ids><backlink>$$Uhttp://eric.ed.gov/ERICWebPortal/detail?accno=EJ432710$$DView record in ERIC$$Hfree_for_read</backlink></links><search><creatorcontrib>Chatman, Jennifer A.</creatorcontrib><title>Matching People and Organizations: Selection and Socialization in Public Accounting Firms</title><title>Administrative science quarterly</title><description>To investigate how the fit of an employee with his or her organization as a whole is established and maintained and what the consequences are in organizations, this study tracked the early careers of 171 entry-level auditors in eight of the largest U.S. public accounting firms and assessed the congruence of their values with those of the organization. Person-organization fit is shown to be created, in part, by selection (assessments of who the person is when he or she enters the organization) and socialization (how the organization influences the person's values, attitudes, and behaviors during membership. Results show some support for three general hypotheses: First, recruits whose values, when they enter, match those of the firm adjust to it more quickly; second, those who experience the most vigorous socialization fit the firm's values better than those who do not; and third, recruits whose values most closely match the firm's feel most satisfied and intend to and actually remain with it longer.</description><subject>Accountants</subject><subject>Accounting</subject><subject>Accounting firms</subject><subject>Analysis</subject><subject>Applied psychology</subject><subject>Assessed values</subject><subject>Auditors</subject><subject>Business</subject><subject>Careers</subject><subject>Congruence (Psychology)</subject><subject>Corporate culture</subject><subject>Corporations</subject><subject>Cultural values</subject><subject>Employee selection</subject><subject>Entry level</subject><subject>Human resource management</subject><subject>Human resources</subject><subject>Job 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Person-organization fit is shown to be created, in part, by selection (assessments of who the person is when he or she enters the organization) and socialization (how the organization influences the person's values, attitudes, and behaviors during membership. Results show some support for three general hypotheses: First, recruits whose values, when they enter, match those of the firm adjust to it more quickly; second, those who experience the most vigorous socialization fit the firm's values better than those who do not; and third, recruits whose values most closely match the firm's feel most satisfied and intend to and actually remain with it longer.</abstract><cop>Ithaca, N.Y</cop><pub>Cornell University Samuel Curtis Johnson Graduate School of Management</pub><doi>10.2307/2393204</doi><tpages>26</tpages></addata></record> |
| fulltext | fulltext |
| identifier | ISSN: 0001-8392 |
| ispartof | Administrative science quarterly, 1991-09, Vol.36 (3), p.459-484 |
| issn | 0001-8392 1930-3815 |
| language | eng |
| recordid | cdi_proquest_miscellaneous_60923080 |
| source | Jstor Complete Legacy; Education Source; Political Science Complete; Worldwide Political Science Abstracts; Business Source Complete; Sociological Abstracts; Periodicals Index Online |
| subjects | Accountants Accounting Accounting firms Analysis Applied psychology Assessed values Auditors Business Careers Congruence (Psychology) Corporate culture Corporations Cultural values Employee selection Entry level Human resource management Human resources Job satisfaction Management Mentors Organization Organizational Behavior Organizational Culture Organizational Structure Organizations Personnel Personnel Selection Public accounting Q sort Social perception Social research Socialization Statistical analysis Studies United States of America Values Work Organization |
| title | Matching People and Organizations: Selection and Socialization in Public Accounting Firms |
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