employee’s job outcomes, notably, satisfaction and turnover intent. However, the outcomes of
job resources (Schaufeli and Bakker, 2004) and relationship of P-O fit with job satisfaction (JS),
work engagement (WE) and OC have been largely studied independently. Yet, job resources
are symbolic of the support an organisation extendsas employees try andfit in. Consequently,
the study proposes that both, job resources and P-O fit, are tightly enmeshed within employees’
psyche. It is crucial to observe the joint effects of both frameworks, simultaneously, to
understand their full effect on employees’overall satisfaction, commitment and WE.
Second, the majority of research on P-O fit has focussed on western situations and
research in different cultural settings. It is, hence, necessary to assess the generalisability of
P-O fit theory (Chen et al., 2016; Zhong and Lin, n.d.). Santos and Domenico, in their
bibliometric study, researched 120 documents on P-O fit and found only 3 documents with
an Indian context. Further, the review showed that there is a skewed concentration in the
footprints of researchers who have published articles on P-O fit. Six authors were
accountable for 8.2 per cent of the production (dos Santos and De Domenico, 2015). This is
alarming, given the size and global impact of the Indian workforce.
For example, while prior research has established that poor P-O fit leads to a turnover
(Arthur et al., 2006; Boon et al., 2011) that can cost an organisation between 50 and 60 per cent of
a person’s annual salary (Allen, 2008), the paucity of research on P-O fit in India is concerning,
especially as the retention level of Indian organisations is lower than their global peers. Further,
in India, 35 per cent of the workforce has a tenure of less than two years, according to the PwC
Saratoga India Survey (Sankar and Alaganandan, 2012). Hence, in an emerging market like
India, where attrition rates range from 20 to 50 per cent in service industries, there is a need to
explore the construct of P-O fit much more in detail, and understand the drivers and
interventions that can improve the fit and lead to positive organisational outcomes.
Additionally, in the Indian context, collectivism and power distance represent two
cultural dimensions, that may have a significant impact on employees’relationship with
their workplace environment. In a highly collectivist culture, employees have greater
emotional dependence on institutions and organisations (Hofstede, 2001). Hofstede (1984)
noted that high-power distance societies are associated with centralised decision structures,
limited decision latitude, formal rules, concentration of authority and tall organisational
pyramids. This study explores how skill discretion and decision authority influence job
outcomes through P-O fit, by exploring how respondents, potentially divergent on
collectivism and power distance from their western counterparts, perceive autonomy.
Furthermore, recognising a general sense of connectedness to others in collectivist cultures
(Cai et al., 2013; Sedikides et al., 2015), we explore the role of co-worker support as an
antecedent of P-O fit. This is especially relevant as Schneider’s Attraction-Selection-Attrition
(ASA) model posits that a key determinant of the relationship between the person and
organisation is the fit between both their values (Schneider, 1987; Schneider et al., 1997).
Moreover, interpersonal and social relations being key components of job resources that
impact work engagement and satisfaction are an interesting avenue for research (Bakker et al.,
2004), to examine the role of co-worker support and co-examine job resources and P-O fit theories.
In the above background, this research aims to develop and test a research model to
understand the effect of co-worker support, autonomy and skill discretion, as components of
job resources, on work-related outcomes through the lens of P-O fit. This will contribute to
literature in two major ways. First, exploring a P-O fit-based pathway to work engagement,
JS and organisational commitment (OC) will add to the literature on job resources
(Schaufeli and Bakker, 2004). Second, P-O fit will be looked through a non-western context,
and the limits of generalisability of P-O fit theory (Westerman and Vanka, 2005) and
Schneider’s ASA theory will be tested by looking at value similarities in an Indian context.
These will be accomplished by exploring the possibility of P-O fit playing a mediating role
between the antecedent and consequent variables.
Role of person-