Person-environment fit through the lens of human resource management professionals

Person-environment fit has taken a central place in human resource management (HRM) and organizational psychology literature. It is essential to understanding employees' attitudes and behaviours at work. While its benefits have been heavily documented, little attention has been paid to human resource professionals' (HRPs) knowledge of the concept or its inclusion in HRM practices. The purpose of this paper is to review HRPs' understanding of the definition of personenvironment fit, and then to paint a picture of its integration into practice. It offers a descriptive and analytical portrait of the ways HRPs define the concept, and of its use in practice with regard to four types of person-environment fit: person-job, person-organization, person-group, and person-supervisor. The results are based on qualitative and quantitative data collected through questionnaire responses from 106 HRPs practicing in Quebec organizations. They indicate that HRPs define "fit" primarily as a similarity or correspondence of values, and that the inclusion of fit in recruitment activities relies primarily on the communication of the organization's mission, vision, and values. When it comes to selection, recruiters' intuition takes precedence over formal measurement of candidate attributes like values, personality, and objectives. Job fit is the type of fit that most informs other HRM activities (such as training and performance management). In a context where organizations are making considerable efforts to attract and retain employees, this article sheds light on the theory and practice of human resource management practices intended to foster person-environment fit.