방법 비교

	Polynomial Regression with Response Surface Analysis	Person-Organization Fit
분야	조직행동론	조직행동론
계열	Regression model	Latent structure
기원 연도	1993	1996
창시자	Jeffrey R. Edwards & Mark E. Parry	Amy L. Kristof; Amy Kristof-Brown, Ryan Zimmerman & Erin Johnson
유형	Congruence-testing regression and surface-analysis method	Value-congruence measurement and fit model
원전	Edwards, J. R., & Parry, M. E. (1993). On the use of polynomial regression equations as an alternative to difference scores in organizational research. Academy of Management Journal, 36(6), 1577-1613.	Kristof, A. L. (1996). Person-organization fit: An integrative review of its conceptualizations, measurement, and implications. Personnel Psychology, 49(1), 1-49.
별칭	Response Surface Methodology, RSA, Polynomial Regression for Congruence, Edwards Polynomial Regression	P-O Fit, PO Fit, Value Congruence, Person-Environment Fit
관련	3	3
요약	Polynomial regression with response surface analysis is the methodological gold standard for testing congruence, fit, and agreement hypotheses in organizational behavior, introduced by Jeffrey Edwards and Mark Parry in 1993. It replaces the once-common practice of subtracting two scores and regressing the outcome on that difference, a practice that conflates several distinct effects and discards information. Instead, the two component variables are entered together with their squares and cross-product, and the resulting equation is interpreted as a three-dimensional surface relating the two predictors to the outcome. Edwards and Parry showed that difference scores impose untestable and usually false constraints, and that the polynomial approach recovers the constrained model as a special case while exposing far richer patterns. Shanock and colleagues' 2010 tutorial made the method accessible by providing surface coefficients, tests, and plotting tools. The technique is now standard wherever person-environment fit and rater agreement are studied.	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.