Compare methods

	Person-Organization Fit	Job Characteristics Model
Field	Organizational Behavior	Organizational Behavior
Family	Latent structure	Latent structure
Year of origin	1996	1976
Originator	Amy L. Kristof; Amy Kristof-Brown, Ryan Zimmerman & Erin Johnson	J. Richard Hackman & Greg R. Oldham
Type	Value-congruence measurement and fit model	Work-design measurement and motivation model
Seminal source	Kristof, A. L. (1996). Person-organization fit: An integrative review of its conceptualizations, measurement, and implications. Personnel Psychology, 49(1), 1-49.	Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: Test of a theory. Organizational Behavior and Human Performance, 16(2), 250-279.
Aliases	P-O Fit, PO Fit, Value Congruence, Person-Environment Fit	JCM, Job Diagnostic Survey, JDS, Motivating Potential Score
Related	3	3
Summary	Person-organization (P-O) fit is the organizational-behavior construct describing the compatibility between an individual and the organization they work for, most often operationalized as the congruence between personal and organizational values. Amy Kristof's 1996 integrative review consolidated a scattered literature into a coherent framework, distinguishing supplementary fit (sharing the same characteristics) from complementary fit (each party supplying what the other needs) and separating perceived from actual congruence. Cable and Judge's 1996 work showed that value congruence shapes job-choice decisions and organizational entry, and that subjective fit perceptions predict attitudes above objective profile similarity. Kristof-Brown, Zimmerman, and Johnson's 2005 meta-analysis quantified the consequences across fit types, finding P-O fit a strong correlate of satisfaction, commitment, and intent to stay. Together these works made fit a measurable, predictive construct rather than a loose metaphor. P-O fit now anchors research on recruitment, socialization, and turnover.	The Job Characteristics Model (JCM) is the foundational theory of work design in organizational behavior, developed by J. Richard Hackman and Greg Oldham in the mid-1970s. It proposes that five core job dimensions — skill variety, task identity, task significance, autonomy, and feedback — generate three critical psychological states (experienced meaningfulness, experienced responsibility, and knowledge of results) that in turn drive internal work motivation, job satisfaction, and performance. The model is operationalized through the Job Diagnostic Survey (JDS) and summarized in a single Motivating Potential Score (MPS), with growth-need strength acting as a moderator that determines how strongly enriched jobs energize a given worker. The JCM gave job-redesign efforts a measurable, testable structure and remains the reference point for research on enriched work.