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Employees' perceptions of fit and misfit

Billsberry, J. and Talbot, D. 2009, Employees' perceptions of fit and misfit, in BAM 2009 : The End of the Pier? Competing perspectives on the challenges facing business and management : British Academy of Management annual conference 2009, British Academy of Management, [Brighton, England].

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Title Employees' perceptions of fit and misfit
Author(s) Billsberry, J.
Talbot, D.
Conference name British Academy of Management annual conference (2009 : Brighton, England)
Conference location Brighton, England
Conference dates 15-17 Sept. 2009
Title of proceedings BAM 2009 : The End of the Pier? Competing perspectives on the challenges facing business and management : British Academy of Management annual conference 2009
Editor(s) [Unknown]
Publication date 2009
Conference series British Academy of Management Conference
Publisher British Academy of Management
Place of publication [Brighton, England]
Summary What makes some people feel that they fit in at work whilst others feel they misfit? This brief paper outlines a study which is currently in progress to explore individuals’ perceptions of fit and misfit at work. In the person-organisation and person-environment fit literature, fit and misfit tend to be shown as two ends of a spectrum, with an underlying assumption being that the two states are polar opposites. Whilst this seems intuitively logical, there has been no empirical test of this core assumption in the literature. This paper outlines a qualitative study, using causal mapping, to identify the factors affecting employees’ fit and misfit perceptions at work. It is anticipated that by the time of the BAM conference, the data analysis will be complete and full findings will be available.
Language eng
Field of Research 159999 Commerce, Management, Tourism and Services not elsewhere classified
Socio Economic Objective 970115 Expanding Knowledge in Commerce, Management, Tourism and Services
HERDC Research category E1.1 Full written paper - refereed
Persistent URL http://hdl.handle.net/10536/DRO/DU:30034950

Document type: Conference Paper
Collection: Deakin Graduate School of Business
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