2021 Volume 10 Issue 2 Pages 35-41
The theory of person–organization fit is understood as congruence between an employee’s own values and the values of an organization, asserting that the more highly fitted, the more the desirable personal attitudes and behaviors are leveraged within an organization. This is a research area regarding which many empirical studies have been published since 1990. Despite decades of research, there have only been a few studies conducted in Japan regarding the fit between individual and organizational values separately, as the unique Japanese human resource system, characterized by batch recruitment of new graduates and lifetime employment, results in highly homogeneous organizations. While research in Japan has remained stagnant, the research and discussion on person–organization fit has been actively underway including conceptual definition, measurement methods, and research models. Six main issues have emerged, including extension to various adjacent areas, theoretical explanations of misfit, understanding of the dynamic fitting process, redefinition of person–organization interaction, research design and analyses methods, and overall theorizing. This review outlines the history of research and discussions regarding person–organization fit, from its origin to the present day, and examines the meaning and potential application of this research in Japan, where diverse work styles have permeated.