Women are vastly underrepresented in leadership positions in sport organizations both in the United States and internationally (Burton, 2015; Knoppers & Anthonissen, 2008; Whisenant, 2008). The realm of sport is perceived as a gendered space in which the concept of masculinity maintains dominance. This concept may have an influence on the decision making related to the hiring of new staff. When the owner of a men’s professional basketball team decided to hire a new head coach for the upcoming season, he found himself facing many different challenges. He believes that if knowledge, skills, and abilities are the parameters to evaluate a coach, then gender should not be an issue (Chelladurai, 2005). The focus in this case includes (a) organizational fit in hiring, (b) leadership and gender, (c) considerations of diversity, and (d) organizational culture and operations in hiring. This case exemplifies the need to understand that hiring decisions in large organizations are complex and involve a delicate balance of stakeholder interests.
Manuela Picariello and Pamela Angelle
Ted Hayduk III and Matt Walker
Internal knowledge of organizational values and culture helps managers identify and hire employees with a greater degree of person–organization fit (POFit; O’Reilly, Chatman, & Caldwell, 1991 ). Moreover, publicizing these values via job announcements can help applicants gain valuable prehire
Ryan P. Terry
to find any discrepancies that might predict success or failure in that role. Smith wanted to pay special attention to person-job fit by examining the experience of previous head coaches to see if they matched the demands of the job. She also wanted to look at person-organization fit to determine if
Lynley Ingerson and Michael L. Naraine
continuity between personnel and organizational ‘fit’ is maintained. Melville: We want to ensure that the talent found for the four portfolios is able to take basketball further in Buffalo and make it one of the premier NBA franchises in the land. More importantly, we want to make sure we understand each and
David Pierce and James Johnson
, A.L. ( 1996 ). Person-organization fit: An integrative review of its conceptualizations, measurement, and implications . Personnel Psychology, 49 , 1 – 49 . doi:10.1111/j.1744-6570.1996.tb01790.x 10.1111/j.1744-6570.1996.tb01790.x Lovelock , C. , & Gummesson , E. ( 2004 ). Whither
May Kim, Packianathan Chelladurai and Galen T. Trail
Volunteers in sport are indispensable, but there is a dearth of systematic research in volunteer retention. The focus of this study was to investigate three different volunteer-retention models incorporating person–task fit (P–T fit), person–organization fit (P–O fit), managerial treatment (MT), empowerment, and intention to continue volunteering. Using structural equation modeling, data from 515 volunteers in the American Youth Soccer Organization (AYSO) were compared across a fully mediated model, a partially mediated model, and a direct-effects model. The results of the fully mediated model, in which empowerment mediated the relationship between P–T fit, P–O fit, MT, and intention to continue volunteering, fit well and better than the other two models. P–T fit, P–O fit, and MT jointly explained 46.8% of variance in empowerment, and empowerment explained 13.5% of variance in intention to continue. Volunteer organizations need to focus on empowering their volunteers through the fit of the volunteer to the task, organization, and appropriate managerial treatment.
Gareth J. Jones, Katie Misener, Per G. Svensson, Elizabeth Taylor and Moonsup Hyun
the relationship between partners, particularly related to the value creation process ( Austin & Seitanidi, 2012 ). Organizational fit becomes paramount to collaboration, and partners strive to establish and reinforce congruent missions, values, and objectives ( Austin, 2010 ). This creates shared