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Edunity
Volume 3 Number 6 June 2024
p- ISSN 2963-3648- e-ISSN 2964-8653
THE INFLUENCE OF PERSON-JOB FIT, PERSON-
ORGANIZATION FIT, AND ORGANIZATIONAL SUPPORT
ON ORGANIZATIONAL COMMITMENT IN EDUCATORS
AND EDUCATIONAL PERSONNEL BOYOLALI UNIVERSITY
Alean Kistiani Hegy Suryana
1
, Aham Ginanjar Rahayu
2
, Unna Ria Safitri
3
, Nur Asih
Triatmaja
4
, Yunita Niqrisah Dwi Pratiwi
5
Universitas Boyolali, Indonesia
Email: alean.kistiani@gmail.com
1
, aham.gr14@email.com
2
, unnar
ia68@gmail.com
3
, nurasihtriatmaja@gmail.com
4
, iblock.semarang@gmail.com
5
ABSTRACT
The purpose of this study is to investigate the impacts of organizational support, person-job fit,
and person-organization fit, both separately and in combination, on organizational commitment
at Boyolali University's academic and administrative personnel. Saturated sampling was used to
get the data from a questionnaire, with 58 individuals in the overall sample size. This study used a
case study technique in conjunction with quantitative research methodology. Using SPSS 25, the
instrument data and hypothesis testing were carried out. The findings showed that, with a sig.
value of 0.116>0.05 and a t-value of 1.599<t-table of 1.672, the variable (X1) Person-Job Fit had
no significant impact on the variable (Y) Organizational Commitment. However, with a sig. value
of 0.001<0.05 and a t-value of 3.409>t-table of 1.672, the variable (X2) Person-Organization Fit
had a positive and significant effect on the variable (Y) Organizational Commitment. Additionally,
with a sig. value of 0.127 > 0.05 and a t-value of 1.549 < t-table of 1.672, the variable (X3)
Organizational Support had no discernible impact on the variable (Y) Organizational Commitment.
With a sig. value of 0.000<0.05, the F-test showed that Organizational Support, Person-Job Fit, and
Person-Organization Fit all together had a significant influence on Organizational Commitment.
An adjusted R2 value of 0.750 was found in the determination test, indicating that 75% of the
variance in the dependent variable can be explained by the independent factors, with the
remaining 25% being impacted by other independent variables.
Keywords: Person-Job Fit, Person-Organization Fit, Organizational Support, Organizational
Commitment.
Introduction
In business management, human resource management is crucial to
accomplishing organizational objectives. A company's ability to succeed truly hinges on
how well its employees perform, as they are essential to the organization's operations
(Daulay, Kurnia, & Maulana, 2019). One thing that can influence is organizational
commitment. Commitment can improve employee performance, reduce employee
turnover rates, and create a productive work environment. Therefore, companies need
to pay attention to factors that can influence employee organizational commitment. As
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a higher education institution, in carrying out the vision and mission of the organization,
Boyolali University is very dependent on the contributions made by employees both
from teaching staff and educational staff. Therefore, employee organizational
commitment is a very relevant aspect of research. In increasing organizational
commitment, human resource management needs to pay attention to factors such as
Person-Job Fit (suitability of the individual to the task), Person-Organization Fit
(suitability of the individual and organizational values) as well as the support provided
by the company. The suitability of the individual to the task being carried out can
increase employee motivation to stay in their job. Likewise, an individual's alignment
with the organization's values and culture can strengthen employee engagement with
the company. Organizational support, both from superiors and policies that support
employees, also plays an important role in building organizational commitment. These
factors are important to pay attention to in managing human resources at Boyolali
University in order to create strong organizational commitment from employees.
Given the context, the researcher's goal was to determine whether organizational
commitment was influenced partially or concurrently by person-job fit, person-
organization fit, and organizational support. This research aims to find out how these
variables influence them partially and simultaneously based on the results that have
been studied. The benefits of this research are expected to provide practical guidance in
increasing employee organizational commitment to achieve sustainable organizational
success.
Theoretical Foundations
Person-Job Fit
Person-job fit, as described by Cable Derue in (Widyastuti & Ratnaningsih, 2020),
is the degree to which an individual is compatible with the work or tasks they undertake
at work. The Person-Job Fit theory states that employees' attachment to their job will be
strengthened and they will be more devoted to it if there is a fit between the
requirements of the tasks and the individual's needs to complete them.
According to the theory of Bohlander and Snell in (Alfani & Hadini, 2018) there
are indicators of suitability between the characteristics of an individual and their work
environment, namely:
a. Demand-abilities fit or Demand-Ability suitability commonly abbreviated as D-A Fit,
(Kumar, Akbar, & Khan, 2021) Demand-ability suitability is related to employee
information, skills, and abilities that coordinate with their work and what is actually
needed.
b. Need-supplies fit, In (Kumar et al., 2021) Needs-Fulfillment fit usually abbreviated as
N-S Fit is related to the enthusiasm of employees who are working with what is
provided by the company. There is a match between the employee's desires or what
the employee expects from their position, and when the employee's needs, desires, or
tendencies can be fulfilled by the company where they work.
Person-Organization Fit
According to McCulloch & Turban (Chairunisa & Susilarini, 2022), person-
organization fit refers to the compatibility between fundamental characteristics, namely
The Influence Of Person-Job Fit, Person-Organization Fit And
Organizational Support On Organizational Commitment In
Educators And Educational Personnel Boyolali University
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the values held by employees and the company. Schneider (Sudarmono et al., 2022)
states that an organization is a condition that is attractive to individuals so that
individuals feel part of it, which makes the individual survive if they have a suitable
match with the individual and stop if the individual feels they do not have a match with
the organization.
Kristof in (Chairunnisa & Susilarini, 2022) formulates that there are indicators of
Person-organization fit as follows:
a. Value congruence is the compatibility between the intrinsic values of an individual
and the organization.
b. Goal congruence is the compatibility between individual goals and the organization,
in this case, the leader and co-workers.
c. Fulfillment of employee needs (employee need fulfillment) is the match between
employee needs and the strengths contained in the work environment and the
organizational system and structure.
d. Congruence of personality culture characteristics (culture personality congruence), is
the match between the personality of each individual and the culture of the
organization.
Organizational Support
According to Robbins in (Lubis & Nurhayati, 2020) perceived organizational
support is the extent to which employees believe that the organization values employee
contributions and cares about employee welfare. Research results from Rhoades &
Eisenberger in (Sudarmono & Edris, 2022) state that perceptions of organizational
support also have a positive effect on commitment to the organization.
According to Rhoades & Eisenberger, in (Nurcahyo, 2021) stated that there are 3
(three) indicators of organizational support, namely:
a. The Justice Factor, is procedural justice which concerns fairness issues regarding the
method that should be used to distribute existing resources in the organization.
b. Supervisor Support, This is the general view of employees towards the role of
superiors which involves superiors who value contributions and care about employee
welfare.
c. Rewards from the Organization and Working Conditions. Rewards in the form of
awards, salaries, and promotions are considered capable of communicating a positive
assessment of employee contributions which of course will also contribute to
increasing organizational support felt by employees.
Organizational Commitment
Another way to define organizational commitment is as an employee's attitude of
loyalty toward the organization, demonstrated by their continued employment,
assistance in achieving organizational goals, and lack of desire to leave the organization
for any reason (Yusuf & Syarif, 2018:32). According to Allen and Mayer in stating that
organizational commitment can be described in the form of emotional closeness,
involvement and individual identification in the implementation of organizational
operations.
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According to Mayer & Allen's theory in (Widyastuti & Ratnaningsih, 2020) the
three components of organizational commitment are grouped into 3 large groups,
namely:
a. Affective component, this component shows the employee's emotional attachment,
identifies him, and shows his involvement in the organization.
b. Continuance component, this component shows awareness of the losses a worker
faces if he leaves his job.
c. Normative component, this component reflects feelings of obligation to continue
doing one's job.
Figure 1
Framework
Hypothesis Development
In accordance with the variables to be studied, the hypotheses that will be
proposed in this research are:
H01: Person-job fit has no positive effect on organizational commitment
Ha1: Person-job fit has a positive effect on organizational commitment
H02: Person-organization fit has no positive effect on organizational commitment
Ha2: Person-organization fit has a positive effect on organizational commitment
H03: Organizational encouragement has no positive effect on organizational commitment
Ha3: Organizational encouragement has a positive effect on organizational commitment
H04: Person-job fit, Person-organization fit, and Organizational Encouragement have a
positive effect on organizational commitment simultaneously
Ha4: Person-job fit, Person-organization fit, and Organizational Encouragement have a
positive effect on organizational commitment simultaneously has a positive effect on
organizational commitment simultaneously
Research Method
This study used a case study approach in conjunction with quantitative research
methodology. by producing information that is measurable and amenable to statistical
testing through the use of quantitative methodologies. Information gathered from
visitors via a questionnaire was used to compile survey findings. "Population is a
The Influence Of Person-Job Fit, Person-Organization Fit And
Organizational Support On Organizational Commitment In
Educators And Educational Personnel Boyolali University
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generalized area consisting of objects or subjects that have quantities and characteristics
determined by researchers to be studied and conclusions drawn," (Sugiyono, 2018).
There were 58 teaching and educational staff members in the population. The
researchers utilized a saturated sampling strategy, which indicates that every member
of the sampling technique is used as a sample because the population they used was
rather small (Sugiyono, 2018).
A questionnaire was used as the technique of data collection. The validity,
reliability, and classical assumption tests are used in the data instrument testing. Then,
using SPSS 25 statistical software, data processing, and analysis procedures include
multiple regression tests, determination tests, simultaneous (f-test), and partial
significance tests (t-test).
Result And Discussion
Instrument Test
a) Validity Test
The Validity Test aims to evaluate the validity of a questionnaire. The validity of
a questionnaire can be confirmed if the questions contained in the questionnaire
accurately reflect the concept you want to measure.
The computed r value for each question is higher than the table r-value, which is
set at 0.2542 with a Sig value, according to the findings of data processing using SPSS
25. 0.05 (2-tailed) or less. All questions pertaining to the variables Person-Job Fit (X1),
Person-Organizational Fit (X2), Organizational Support (X3), and Organizational
Commitment (Y) exhibit sufficient validity, according to these findings.
b) Reliability Test
A reliability test is used to assess a questionnaire's degree of consistency or
reliability as a proxy for the variable or construct you wish to measure. If a person
consistently or steadily responds to the questionnaire's claims throughout time, it is
considered dependable. Moreover, if a variable has a Cronbach's Alpha value higher
than 0.70, it is regarded as dependable.
The results of the data processing carried out produced Cronbach's Alpha values
X1 = 0.870 X2 = 0.945
Classic Assumption Test
a. Normality Test
One method commonly used to test the Normality Test is the Kolmogorov-
Smirnov (KS) method. The Normality Test is used to check whether the variables are
confounding or residual in the regression model
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Table 1
One-Sample Kolmogorov-Smirnov normality test results
One-Sample Kolmogorov-Smirnov Test
Unstandardized Residual
N
58
Normal Parameters
a,b
Mean
,0000000
Std.Deviation
3,12805278
Absolute
,054
Most Extreme differences
Positive
,054
Negative
-,047
Kolmogorov-Smirnov
,415
Asymp. Sig (2-tailed)
,995
Kolmogorov-Smirnov Z
Asymp. Sig (2-tailed)
The One-Sample Kolmogorov-Smirnov Test findings showed that a significant
value (2-tailed) of 0.995 was attained. In the event that the two-tailed significance
value exceeds 0.05, a normal distribution of the study data can be estimated. In this
instance, it may be said that the study data is typical because the value of 0.995 >
0.05.that.
b. Heteroscedasticity Test
The heteroscedasticity test is used to check whether there is an inequality in the
variation or distribution of residual data in the regression model. There are several
ways to determine whether there is heteroscedasticity in the regression model. In this
study, the Glejser test was used with the results above.
Table 2
Results of the heteroscedasticity test using the Glejser test
Coefficients
a
Model
Unstandardized
Coefficients
Standardized
Coefficients
t
Sig
B
Std.Error
Beta
1
(Constant)
1,249
1,753
,712
,479
X1
,141
,071
,370
1,994
,051
X2
,046
,090
,157
,514
,610
X3
-,167
,084
-,565
-1,986
,052
a. Dependent Variable: RES2
The results above show that all independent variables do not have symptoms of
heteroscedasticity, all of which have significance values greater than the significance
standard of 0.05.
c) Autocorrelation Test
To determine if there is a link or reliance between the regression model's residual
values, the autocorrelation test is employed. Using the data in the preceding table, do
the Durbin-Watson test (DW test) to see if there is autocorrelation.
The Influence Of Person-Job Fit, Person-Organization Fit And
Organizational Support On Organizational Commitment In
Educators And Educational Personnel Boyolali University
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Table 3
Autocorrelation test results with the Durbin-Watson test
Model Summary
b
Model
R
R Square
Adjusted R Square
Std. Error of
the Estimate
Durbin-
Watson
1
,873
a
,763
,750
3,21377
1,889
a. Predictors: (Constant), X3, X1, X2
b. Dependent Variable: Y
The results above show that it has a Durbin-Watson value of 1.889. In
determining whether there are symptoms of autocorrelation, it is necessary to
determine the dL value and dU value as a comparison. From the Durbin-Watson
table, you can get a dL value of 1.4325 and dU of 1.7259. Data that does not have
autocorrelation symptoms is data that has a Durbin-Watson (d) value that is between
dU and (4-dL). With the known values of dL, dU, and d, the results are 1.7259 < 1.889
< 2.3675. So it can be said that the data does not have symptoms of autocorrelation.
d) Multicollinearity Test
Table 4
Autocorrelation test results with multicollinearity test
Coefficients
a
Model
Unstandardized
Coefficients
Standardized
Coefficients
t
Sig
Collinearity
Statistics
B
Std.Error
Beta
Tolerance
VIF
1
(Constant)
2,164
3,062
,707
,483
X1
,197
,123
,115
1,599
,116
,470
2,128
X2
,537
,158
,542
3,409
,001
,174
5,759
X3
,227
,147
,230
1,549
,127
,200
5,002
a. Dependent Variable: Y
To determine if the regression model detects a connection between the
independent variables, the multicollinearity test is used. The Variance Inflation Factor
(VIF) value produced by SPSS data processing may be used to detect whether
multicollinearity exists in the regression model. The data processing results indicate that
there are no multicollinearity symptoms found in any of the data for each independent
variable. The fact that each variable's VIF value is more than 0.1 but not greater than 10
demonstrates this.
Hypothesis Testing
Table 5
Table of coefficients from SPSS data processing
Coefficients
a
Model
Unstandardized
Coefficients
Standardized
Coefficients
t
Sig
Collinearity
Statistics
B
Std.Error
Beta
Tolerance
VIF
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1
(Constant)
2,164
3,062
,707
,483
X1
,197
,123
,115
1,599
,116
,470
2,128
X2
,537
,158
,542
3,409
,001
,174
5,759
X3
,227
,147
,230
1,549
,127
,200
5,002
a. Dependent Variable: Y
a. Analisis Regresi Berganda
The dependent variable and the independent variable are related to each other,
and this analysis is used to determine the direction and intensity of that relationship.
This examination will result in an equation, the answers to which are given below:
Y = 2,164 + 0,197 X1 + 0,537 X2 + 0,227 X3 + ε
From the equation above, it can be used as a reference to be interpreted as follows:
1) The X1 coefficient is positive, meaning that if the Person-Job Fit variable increases
assuming the Person-Organization Fit and Organizational Support variables
remain constant, then Organizational Commitment will also increase.
2) The X2 coefficient is positive, meaning that if the Person-Organization Fit variable
increases assuming the Person-Job Fit and Organizational Support variables
remain constant, then Organizational Commitment will also increase.
3) The X3 coefficient is positive, meaning that if the Organizational Support variable
increases assuming the Person-Job Fit and Person-Organization Fit variables
remain constant, then Organizational Commitment will also increase.
b. Partially Significant Test (t Test)
The purpose of this test is to determine the significance of the influence of
individual independent variables in explaining variations in the dependent variable.
The condition for a variable to be declared to have a significant effect or not can be
seen from the value of tcount > ttable with ttable 1.672 and the sig value. < 0.05. To
partially explain the effect, use the t test with the results listed in Table 5 above. From
this table, it can be described as follows:
1) The resulting calculated t value for variable X1 is 1.599 which is smaller than the t
table with sig. 0.116 which is greater than 0.05 means that X1, namely Person-Job
Fit, does not have a significant effect on Organizational Commitment.
2) The resulting calculated t value for variable X2 is 3.409 which is greater than the t
table with sig. 0.001 which is smaller than 0.05 means that X2, namely Person-
Organization Fit, has a significant effect on Organizational Commitment.
3) The resulting calculated t value for variable X3 is 1.549 which is smaller than the t
table with sig. 0.116 which is greater than 0.05 means that X3, namely
Organizational Support, has no significant effect on Organizational Commitment.
c. Simultaneous Significant Test (f Test)
The Influence Of Person-Job Fit, Person-Organization Fit And
Organizational Support On Organizational Commitment In
Educators And Educational Personnel Boyolali University
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Table 6
Results of data processing using the ANOVA model
ANOVA
a
Model
Sum Of
Square
df
Mean
Square
F
Sig
1
Regression
1793,047
3
597,682
57,868
,000
b
Residual
557,729
54
10,328
Total
2350,776
57
a. Dependent variable: Y
b. Predictors: (Constant), X3, X1, X2
The purpose of this test is to ascertain how much the dependent variable can be
explained by the independent factors taken together. The test use the ANOVA model
and the SPSS data processing program; the findings are displayed in Table 6 above. The
sig value appears in the table above. If 0.000, less than 0.05, then H0 is not accepted. It is
possible to take this as meaning that organizational support, person-job fit, and person-
organization fit all have a major and influencing impact on organizational commitment
at the same time.
Determinant Coefficient Testing
The best coefficient of determination test results can be determined through the
Adjusted R2 value. The use of Adjusted R2 rather than R2 is because the Adjusted R2
value can increase or decrease when one variable is added to the model (Ghozali, 2018).
The Adjusted R2 value is 0 to 1. If the Adjusted R2 value is small, it means that the ability
of the independent variable to predict the dependent variable is very limited.
Table 6
Coefficient of determination test results
Model Summary
b
Model
R
R Square
Adjusted R
Square
Std. Error of the
Estimate
Durbin-
Watson
1
,873
a
,763
,750
3,21377
1,889
a. Predictors: (Constant), X3, X1, X2
b. Dependent Variable: Y
From the table above, Adjusted R2 is 0.750, so it can be interpreted that the ability
of the variables Person-Job Fit (X1), Person-Organization Fit (X2), and Organizational
Support (X3) in explaining variations in the variable Organizational Commitment (Y) is
75% and the rest is influenced by variables. other independents by 25%.
Conclusion
Based on the research results, the following conclusions can be drawn: Variable
(X1) Person-job Fit does not affect variable (Y) Organizational Commitment, as indicated
by a sig value of 0.116 and a rcount of 1.599, which is less than the rtable of 1.672. Variable
(X2) Person-Organization Fit positively and significantly affects Organizational
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Commitment, with a sig value of 0.001 and a rcount of 3.409, greater than the rtable of
1.672. Variable (X3) Organizational Support has no effect on Organizational
Commitment, shown by a sig value of 0.127 and a rcount of 1.549, which is less than the
rtable of 1.672. The F test indicates a sig value of 0.000, meaning that simultaneously,
Person-Job Fit, Person-Organization Fit, and Organizational Support significantly
influence Organizational Commitment. The Adjusted R2 value of 0.750 indicates that
75% of the variation in Organizational Commitment can be explained by Person-Job Fit,
Person-Organization Fit, and Organizational Support, with the remaining 25%
influenced by other variables.
Suggestions
According to research results, Person-Organization Fit has a significant positive
influence on organizational commitment. This shows that the higher the Person-
Organization Fit felt by employees, the higher the level of employee organizational
commitment to staying at Boyolali University. Boyolali University is expected to
improve Person-Organization Fit by fulfilling employee rights, maintaining trust,
creating a family, creating a comfortable work environment, and involving employees
in decision-making. By implementing this strategy, Boyolali University can increase
Person-Organization Fit so that it can strengthen employee commitment to the
organization.
For further research, it is hoped that there will be additional variables that might
also influence research with the same theme. By including other variables, researchers
can gain a more complete understanding of organizational commitment. Also,
considering additional variables can enrich the analysis and provide deeper insights in
the same research context.
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