User:3daymonk/sandbox

The [person-environment \(P-E\) fit model](https://en.wikipedia.org/wiki/Person%E2%80%93environment_fit) is concerned with the extent to which a worker's personal characteristics (e.g., abilities and personality) dovetail with the various levels at which the employee comes into contact with the work environment. There are several levels at which employees can experience the work environment, including the job itself (i.e., person-job fit), the team or group in which the employee works (i.e., person-group fit), or the organization (i.e., person-organization fit).[^[161]] According to this model, the degree of fit between a given person and their environment, regardless of whether it is felt by the worker subjectively or is objectively observable, is assumed to have some effects on both the person and the environment. In this way, a relatively good fit may result in increased job satisfaction and/or higher [productivity](https://en.wikipedia.org/wiki/Productivity), while poor fit may lead to job strain or increased turnover.[^[70]] Thus, is important that employees' skills, attitudes, abilities, and personality either supplement or complement the demands of their job.[^[161]] The P–E fit model was popular in the 1970s and the early 1980s. Although work in this area continues, interest in the model has diminished since the 1980s largely because of problems representing P–E discrepancies mathematically and in statistical models linking P-E fit to strain.[^[71]][^[161]]

Kristof-Brown, A., Schneider, B., & Su, R. (2023). Person-organization fit theory and research: Conundrums, conclusions, and calls to action. *Personnel Psychology*, *76*(2), 375–412. ~[1](https://doi.org/10.1111/peps.12581)~

Kristof, A. L. (1996). Person-organization fit: An integrative review of its conceptualizations, measurement, and implications. *Personnel Psychology*, *49*(1), 1–49. https://doi.org/10.1111/j.1744-6570.1996.tb01790.x