THE STUDY OF PERSON-ORGANIZATION FIT: A CASE STUDY AT PERNEC CORPORATION BERHAD

ZALIKHA BINTI ESA 2008337071

BACHELOR OF BUSINESS ADMINISTRATION (HONS) HUMAN RESOURCE MANAGEMENT FACULTY OF BUSINESS MANAGEMENT UNIVERSITI TEKNOLOGI MARA BANDARAYA MELAKA

DECEMBER 2011

THE SYUDY OF PERSON-ORGANIZATION FIT: A CASE STUDY AT PERNEC CORPORATION BERHAD

ZALIKHA BINTI ESA 2008337071

Submitted in Partial Fulfillment of the Requirement for the Bachelor of Business Administration (Hons) Human Resource Management

FACULTY OF BUSINESS MANAGEMENT UNIVERSITI TEKNOLOGI MARA BANDARAYA MELAKA

DECEMBER 2011

DECLARATION OF ORIGINAL WORK

BACHELOR OF BUSINESS ADMINISTRATION (HONS) HUMAN RESOURCE MANAGEMENT FACULTY OF BUSINESS MANAGEMENT UNIVERSITI TEKNOLOGI MARA BANDARAYA MELAKA

DECLARATION OF ORIGINAL WORK

I, ZALIKHA BINTI ESA (I/C Number: 871220-43-5326)

Hereby, declare that; y This work has not previously been accepted in substance for any degree, locally or overseas and not being concurrently submitted for this degree or any other degrees. This project paper is the result of my independent work and investigation, except where otherwise stated. All verbatim extracts have been distinguished by quotation marks and sources of my information have been specifically acknowledged.

y

y

Signature:

Date: December 2011

LETTER OF TRANSMITTAL

Faculty of Business Management Universiti Teknologi MARA Bandaraya Melaka 110 Off Jalan Hang Tuah, 75300 Melaka. DECEMBER 2011

En. Helmy Fadlisham Bin Abu Hasan The Head of Program Bachelor of Business Administration (Hons) Human Resource Management Faculty of Business Management Universiti Teknologi MARA Bandaraya Melaka 110 Off Jalan Hang Tuah, 75300 Melaka.

Dear Sir, THE STUDY OF PERSON-ORGANIZATION FIT: A CASE STUDY AT PERNEC CORPORATION BERHAD Im required to do a project paper on the above topic. I hereby submitted this report and I really hope that this work will fulfill the requirement for the Bachelor of Business Administration (Hons) Finance. Thank you.

Yours sincerely,

ZALIKHA BINTI ESA 2008337071 Bachelor of Business Administration (Hons) Human Resource Management

ACKNOWLEDGEMENT

All praises to almighty ALLAH, the most merciful and the most benevolent for giving me the opportunities in completing this research paper. It would be impossible for me to spent time to complete this study without the grace and help of ALLAH S.W.T.

I am greatly indebted to my best advisor Dr Noor Azam Bin Abd Aziz whose excellence in supervision and plays a big role in inspired my work. Without his untiring encouragement, suggestion, ideas, and comments throughout this study, this research could not be done.

I also would like to convey my deepest gratitude and indebted to librarian of Universiti Teknologi MARA, Bandaraya Melaka, Manager, Assistant Manager, Officer and Staff of Pernec Corporation Berhad, for their co-operation and help throughout the duration of this research.

I dedicate this research to my beloved parents and for their endless support, understanding, help and encouragement. Beyond a simple thank you, I want them to know that I really appreciate what they had done to me. I wish to express my deepest gratitude to all my friends, who shared their knowledge, valuable experience, time and commitment. Without their patience, this study cannot be complete.

Last but not least, I would like to thank to everyone that involved directly or indirectly for their contribution, invaluable support and encouragement they have place on me. Without everyone continued support, this study would not been the same as presented here.

Thank you.

TABLE OF CONTENTS

Page TITLE PAGE DECLARATION OF ORIGINAL WORKS LETTER OF TRANSMITTAL ACKNOWLEDGEMENT TABLE OF CONTENTS LIST OF TABLES ABSTRACT i iii iv v vii x xii

CHAPTER 1 - INTRODUCTION 1.0 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 1.10 1.11 Introduction Background of Company Problem Statement Purpose Research Question Research Objectives Significance of Study Research Model Research Hypotheses Scope of Study Limitation Definition of terms 1.11.1 Person-Organization Fit

1.11.2 Job Satisfaction 1.11.3 Organization Commitment 1.11.4 Turnover Intention

CHAPTER 2 - LITERATURE REVIEW 2.0 2.1 2.2 2.3 2.4 Introduction Person-organization fit Job satisfaction Organization commitment Turnover intention

CHAPTER 3 - METHODOLOGY AND DATA 3.0 3.1 Introduction Research Design 3.1.1 Location 3.1.2 Time Horizon 3.1.3 Unit of Analysis 3.2 Data Collection Method 3.2.1 Secondary Data 3.2.1.1 External Sources 3.2.2 Primary Data 3.2.2.1 Questionnaire Method 3.2.2.2 Personal Interview 3.3 Theoretical Framework

3.4

Sampling Design

3.4.1 Sampling Size 3.4.2 Sampling Frame 3.4.3 Sampling Technique 3.5 Data Analysis

CHAPTER 4 - FINDINGS AND ANALYSIS 4.0 4.1 Introduction Descriptive Statistic 4.1.1 Frequencies 4.1.2 Descriptives 4.2 4.3 Level of Person-Organization Fit Analyses Measures 4.3.1 Pearson Correlation Analysis 4.3.2 Reliability Analysis

CHAPTER 5 - CONCLUSION AND RECOMMENDATIONS 5.0 5.1 Introduction Discussion of the Overall Result 5.1.1 Descriptive Statistic 5.1.2 Pearson Correlation Analysis 5.1.3 Reliability Analysis 5.2 5.3 Recommendation Conclusion

REFERENCES APPENDIX

LIST OF TABLES

Table 1 Table 2 Table 3 Table 4 Table 5 Table 6 Table 7 Table 8 Table 9 Table 10 Table 11 Table 12 Table 13 Table 14

Total number of staff employed by organization Gender-frequency Age-frequency Status-frequency Race-frequency Education-frequency Designation-frequency Job satisfaction-descriptive statistic Organization commitment-description statistic Turnover intention-description statistic Person-organization fit-description statistic Correlation between variables Average of variables Reliability of variables

LIST OF FIGURES

ABSTRACT

The main purpose of this study is to explore person-organization fit is sufficient tool of organization performances improvement through job satisfaction, organizational commitment and turnover intention at Pernec Corporation Berhad. The methodology of this study is using one hundred respondents, which we can see how many respondents that give responds towards the questionnaire that will be distribute later. The data will be interpreted by using SPSS. This is demonstrated in the finding that those who do not fit their organization tend to look for work elsewhere ( Kristof-Brown et al,2005). The researcher proposed a few recommendations to Pernec Corporation Berhad that should be considered for its future long-term planning.

CHAPTER i INTRODUCTION

1.0

INTRODUCTION

Employees and employers choose between working for organizations and hiring individuals, respectively, based on the perception of fit (Cable & DeRue, 2002). Fit is defined as the degree of compatibility between an individual and an organization (McCulloch & Turban, 2007). Person-organization fit (P-O fit) construct is one of the most popular used to assess if a person will fit within an organization (Kwantes, Arbour, and Boglarsky, 2007). The construct has become important in the study of organizational effectiveness because it improves upon the matching skills, knowledge, and abilities in predicting if an individual will be successful in a particular organization (Erdogan & Bauer, 2005). P-O fit is important because it can be used to predict movement across organizations, as well as turnover (Kristof_Brown, Zimmerman, & Johnson, 2005). Based on measuring specific variables such as job satisfaction and organizational commitment (OReally, Chatman, & Cardwell, 1991). The success of Pernec Corporation Berhad depends on individuals who can perform well on the job and who are unlikely to quit the organization. A greater degree of P-O fit has been shown to be related to multiple organizational outcomes including enhanced organizational commitment, increased productivity, and reduced turnover (Van Vianen, 2000).

1.1 Pernec

BACKGROUND OF COMPANY Corporation Berhad is one of Malaysias leading telecommunication

infrastructure and information, communications and technology companies with a significant presence in the country and the region through the companys subsidiaries, joint ventures, associated undertakings and investments. As part of its business plans, the group is making concerted efforts to expand its businesses into the markets with the offerings of its innovative and advanced telecommunications service and products. For more than three decades, Pernec Corporation Berhad has consistently provided innovative, reliable, high-quality products and services and highly reliable customer care. Today, the mission is to connect people with their world, in the most cost effective manner, and do it better than anyone else. Pernec Corporation Berhad strives to create new solutions for consumers and businesses and by driving innovation in the communications and ICT industries. Since its formation in 1973, Pernec Corporation Berhad has been providing telecommunications solution to network operator in Malaysia. Throughout the years, many major projects have been successfully implemented by Pernec Corporation Berhad. By making telecommunications as the core business involvement in many projects has enable Pernec Corporation Berhad to build up local expertise in various technologies especially in transmission, switching and broadcasting. In early 2008, Pernec Corporation Berhad ventured into a service-based business with the acquisition of Telekom Malaysias public payphone division conducting operation under the name Pernec Paypoint Sdn Bhd (Paypoint) Powered by 1334 staffs with 27 main and branch utilities nationwide, paypoint is currently the leader in the payphone industry in Malaysia. Paypoint having acquired

56.7% share of the market with its payphone installed in areas covering public facilities, concessionaires, schools, universities, colleges, hypermarkets, shopping complexes, tourist focus attraction, residential areas, commercials and business areas, business stations, airports etc which includes presence in urban rural. Pernec Corporation Berhad empowered by 1334 staff consists of 150 staffs of management, 313 staffs of executive and 871 staff of non-executive. During 2011, starting industrial training duration from August until November, 52 staffs have been resigned due to contract expired, retirement and also resigned for the purpose found new job. Table 1: Total number of staff employed by organization MonthPERNEC CORPORATION BERHAD (PCB) PERNEC TRANSMISSION BERHAD (PTX) PERNEC INTEGRATED NETWORK SOLUTION (PINS) PERNEC ADVANCE NETWORKS (PAN) PERNEC TECHNOLOGIES BERHAD (PTECH) PERNEC PAYPOINT BERHAD (PPP) AUG SEPT OCT NOV

126

128

129

128

223

73

217

246

73

217

73

75

154

147

145

138

129

122

120

80

681 1386

676 1363

671 1355

667 1334

TOTAL

1.2

PROBLEM STATEMENT

Person-organizational fit can be describe as an individuals values, interests and behavior which are consistent with the culture of an organization as a whole rather than with a specific role or task. If they are a good fit with the organization, they will be part of and remain with. But if they are not a good fit with the organization, they will leave the organizations. In Pernec Corporation Berhad itself, they also faced with the problems which employees and organization are not a good fit. How do you know they are not fit? You may want to get data such as absenteeism, late to work, dissatisfaction among employees, etc. For some reason employee have no authority to voice out their opinion or idea even it can be consider as a good idea. They have to listen on what decisions have been made by their leader. So they have no choice unless to follow what the leader said. So from that employee will feel unsatisfy which lead to cannot commit to their work. Employees are not agree with the organizations system which, for those who come late, security of organization will take their name or their vehicle number and send to human resource department to be recorded. Bell will be ring at 2 pm to inform worker that lunch time is time-out. For those still eating, chatting and so on, their name will be taken. You need to explain about commitment and satisfaction in this section. 1.3 PURPOSE

The purpose of the study is to explore the P-O fit in Pernec Corporation Berhad. A quantitative method will be used to evaluate the relationship between the variables. A correlational research design will be used to measure the degree of association between these variables using the statistical procedure or correlational analysis. The degree of

association indicates how the two variables are related and if a change in one variable reflects a change in the other variable (Cresswell, 2005).

1.4

RESEARCH QUESTIONS:

1. What is the level of P-O fit in Pernec Corporation Berhad? 2. What is the relationship between job satisfaction and P-O fit? 3. What is the relationship between organizational commitment and P-O fit? 4. What is the relationship between turnover intention and P-O fit?

1.5

RESEARCH OBJECTIVES:

1. To identify the level of P-O fit in Pernec Corporation Berhad. 2. To identify the relationship between job satisfaction and P-O fit. 3. To identify the relationship between organizational commitment and P-O fit. 4. To identify the relationship between turnover intention and P-O fit.

1.6

SIGNIFICANCE OF STUDY

This study is enabled the analysis of the relationship between person-organization fit and dependant variables. This study also investigates the effect of P-O fit on both independent and dependant variables.

1.7

RESEARCH MODEL

JOB SATISFACTION

PERSONORGANIZATION FIT

ORGANIZATION COMMITMENT

TURNOVER INTENTION

This model doesnt seem right.

1.8

RESEARCH HYPOTHESES

Job Satisfaction H0 : There are significant correlation between job satisfaction and personorganization fit H1 : There are no significant correlation between job satisfaction and personorganization fit

Organization Commitment H0 : There are significant correlations between organization commitment and person- organization fit.

H1

: There are no significant correlations between organization commitment and Person-organization fit.

Turnover Intention H0 : There are significant correlation between turnover intention and personorganization fit. H1 : There are no significant correlation between turnover intention and person-job fit.

1.9

SCOPE OF STUDY

The scope of this study would cover and focus on employee in Pernec Corporation Berhad. Pernec Corporation Berhad is divided into Customer Relationship Management Department, Internal Audit Department, Group of Human Resource Department, Risk Management Department, Legal Department and Finance and Account Department. The cross sectional study involved sample and data collection for the period of 3 months starting from the date of September 2011 till November 2011.

1.10

LIMITATIONS 1.10.1 Time Constraint The period of time given by the academic administration is from 1st August 2011 until 16th December 2011. Therefore, the accuracy and depth level of understanding on organization structure is decisive. Moreover, the duration on implementing research at the workplace is very constraint. As researcher face difficulties from employees in giving time to progress in completing the research.

1.10.2 Inadequate Information Level of information that is generated by researcher is minimal. The process of collecting information from large number of employees at the workplace is challenging. Most respondents are focusing on performing their job tasks. Therefore, initiative in collecting information from secondary data has been taken to complete the research thesis. However, researcher still find it challenging to come out with the independent variables for the research.

1.10.3 Level of Co-operation In the process of collecting information based on the questionnaire distributed, researcher find difficulties in obtaining back the questionnaire on time. It is because employees are dealing with the job task that they have been assigned. Therefore, researcher takes action in reminding respondent to answer the questionnaire to be collected. Here it shows that level of cooperation from respondents is moderate and it researcher managed to overcome the limitation. 1.10.4 Budget Instead of facing limitation in time, researcher also is confronting with budget drawback. Budget is seen as limitation because of researcher has to face challenging activity such as printing the questionnaire to be distributed. However, this limitation is not a big threat for the researcher to proceed with the research study.

1.11

DEFINITION OF TERMS

1.11.1 PersonOrganization Fit The extent to which an individual's values, interests, and behavior are consistent with the culture of an organization as a whole, rather than with a specific role or task. 1.11.2 Job Satisfaction Job satisfaction has been defined as a pleasurable emotional resulting from the appraisal of ones, an affective reaction to ones job and attitude towards ones job. 1.11.3 Organization Commitment Organizational Commitment is typically measured by items tapping respondents willingness to work hard to improve their companies, the fit between the firms and the workers values, reluctance to leave, and loyalty toward or pride taken in working for their employers. 1.11.4 Turnover Intention Turnover is the process through which staff leave a business or

organization and that business or organization replaces them. Turnover intention is a measurement of whether a business' or organization's employees plan to leave their positions or whether that organization plans to remove employees from positions. Turnover intention, like turnover itself, can be either voluntary or involuntary.

CHAPTER II LITERATURE REVIEW

Introduction Human resources are definitely the most important resources in an organization. The very existence of an organization will be at stake without the efficient human resources, its goal remains unattainable unless its human resources are motivated, satisfied and are committed to the organization. The root source of quality and productivity gains is the employees. It is very important for organizations to see employees as the fundamental source of improvement. The need for ensuring spirit of cooperation, sense of commitment and satisfaction within the organizations sphere of influence had never been such an impending necessity. It becomes very important for people to love what they do and enjoy what they do; the enjoyment factor not only motivates the employee but also increases the efficiency on whole. At present times when organizations are facing tough challenges in retaining their key employees, it has become imperative to add elements in job that keeps employees attached to what they do and stick them to work where they work. On the other front job satisfaction, organizational commitment and turnover intention have a great impact on the successful performance of an organization? Satisfied and committed employee identifies with the goals and values of the organization, and they put in that extra-effort that plays the crucial role in leading the competition. Job satisfaction is in regard to ones feelings or state of mind regarding the nature of their work. Job satisfaction can be influenced by a variety of factors e.g., the quality of relationship with their supervisor, the quality of the physical environment in which they work and degree of fulfillment in their work, etc. It can also be discovered through examining the employees values. It is good not only for employees but employers, too to increase productivity and decreases staff change day by day. Job satisfaction is the contentedness of individuals with their job. Employee job satisfaction is an attitude that people have about their jobs and the organizations in which they perform these jobs. Methodologically, we can define job satisfaction as an employees affective reaction to a job, based on a comparison between actual outcomes and desired outcomes (Mosadeghrad, 2003). Job satisfaction

is generally recognized as a multifaceted construct that includes employee feelings about a variety of both intrinsic and extrinsic job elements. It encompasses specific aspects of satisfaction related to pay, benefits, promotion, work conditions, supervision, organizational practices and relationships with co-workers (Misener et al., 1996). Organizational commitment has an important place in the study of organizational behavior. This is in part due to the vast number of works that have found relationships between organizational commitment and attitudes and behaviors in the workplace (Porter et al., 1974, 1976; Koch and Steers, 1978; Angle and Perry, 1981) PERSON-ORGANIZATION FIT P-O fit refers to the compatibility between a person and the organization, emphasizing the extent to which a person and the organization share similar characteristics and/or meet each other's needs (Kristof, 1996). Researchers and practitioners contend that P-O fit is the key to maintaining the flexible and committed workforce that is necessary in a competitive business environment and a tight labor market (Bowen, Ledford & Nathan, 1991; Kristof, 1996). In employee selection research, P-O fit can be conceptualized as the match between an applicant and broader organizational attributes (Judge & Ferris, 1992; Rynes & Gerhart, 1990). Schneider (1987) argues that organizations are one situation that people are attracted to, selected to be a part of, and remain with if they are a good fit with the organization, or leave if they are not a good fit with the organization. Person-organization fit has become the accepted lexicon over the past decade, although the concept was originally known as person-environment fit. The definition of the term appears to be uncontroversial and the most frequently cited and accepted definition is derived from Kristofs work (1996:3) which describes the construct as compatibility between individuals and organizations; a compatibility of values and expectations between employee and employer. The notion of person-organization fit rests on two principle assumptions (Kristof, 1996): firstly, that human behavior is a function of the person and the environment and secondly, that the person and the environment need to be compatible. The implication of these assumptions is that an organization must have a single, homogenous and stable personality or character in order for employees to assess their compatibility with the organization. It follows that a success criterion for the concept would be measured in terms of a high degree of fit between employee and employer although Payne et al (1990) have questioned the desirability of too great a fit in creative industries, as group think is detrimental to the innovation process.

Why POS? What if NOT? JOB SATISFACTION Job satisfaction and occupational success are major factors in personal satisfaction, self-respect, self-esteem, and self-development. To the worker, job satisfaction brings a pleasurable emotional state that often leads to a positive work attitude. A satisfied worker is more likely to be creative, flexible, innovative, and loyal. For the organization, job satisfaction of its workers means a work force that is motivated and committed to high quality performance. Increased productivity the quantity and quality of output per hour worked seems to be a by product of improved quality of working life. It is important to note that the literature on the relationship between job satisfaction and productivity is neither conclusive nor consistent. However, studies dating back to Herzberg's (1957) have shown at least low correlation between high morale and high productivity, and it does seem logical that more satisfied workers will tend to add more value to an organization. Unhappy employees, who are motivated by fear of job loss, will not give 100 percent of their effort for very long. Though fear is a powerful motivator, it is also a temporary one, and as soon as the threat is lifted performance will decline. Job satisfaction is defined as the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs (Spector, 1997, p.2). this definition implies that job satisfaction is a general or global affective reaction that individuals hold about their jobs. Job satisfaction is one of the most frequently measured organizational variables in both research and applied settings for several reasons. First, organizations often want to know the state of the employee morale over time because of its influence on employee behavior and job performance and thus, some form of job satisfaction measurement is often included in employee opinion surveys. Second, much work has been done to understand the antecedents of job satisfaction from three lines of research in organizational behavior; the dispositional, situational and interactional perspective. As cited above, a significant relationship between P-O fit and job satisfaction has been empirically shown in interactional research (Downey et al. 1975; Meglino et al., 1989; Vancouver and Schmitt, 1991; OReilly et al, 1991; Boxx et al., 1991; Tepeci, 2001). While most of the researchers and practitioners measure global job satisfaction, some researchers are interested in measuring different facets or dimensions of satisfaction.

Measuring satisfaction on the basis of different facets enables researcher to make a more comprehensive examination of this work attitude with regard to critical job factors such as co-workers, pay, job conditions, supervision, nature of the work and benefits. Job satisfaction is defined as the degree to which an individual feels positively or negatively about his or her job (Goodman et al, 2007). Job satisfaction can be conceived of as a multi-dimensional concept that includes a set of favorable or unfavorable feelings by which employees perceive their job (Davis and Newstrom, 1999). Another definition for job satisfaction is it is an emotional response to tasks, leadership, peer relationships and organizational politics, as well as other physical and social conditions of the workplace (Stewart, 1998). Lockes definition of Job satisfaction considers cognitive, affective and evaluative reactions or attitudes when he defines job satisfaction as a pleasurable or positive emotional state resulting from the appraisal of ones job or job experience. Job satisfaction is a result of employees perception of how well their job provides those things that are viewed as important. Tziner and Vardi (1984) defined work satisfaction as an affective response or reaction to a wide range of conditions or aspects of ones work such as pay, supervision, working conditions and/or the work itself. Others define it as an affective orientation towards anticipated outcome (Wanous &Lawler, 1972) or a statement to describe the feelings of employees about their work (Arches, 1991). This statement expresses the gap between what individuals feel they should receive from their work (ideally speaking) and what they derive from the actual situation. A sense of satisfaction or its absence is, thus, an individuals subjective, emotional reaction to his or her work (Abu-Bader, 1998). So, in essence, job satisfaction is a product of the events and conditions that people experience on their jobs. Brief (1998) wrote: "If a person's work is interesting, her pay isfair, her promotional opportunities are good, her supervisor is supportive, and her coworkers are friendly, then a situational approach leads one to predict she is satisfied with her job" (p. 91). Very simply put, if the pleasures associated with one's job out weigh the pains, there is some level of job satisfaction

ORGANIZATION COMMITMENT Organizational commitment defined as the extent to which one identifies with and is involved in an organization. It is also conceptualized as an acceptance and internationalization of organizations goals, a willingness to work hard to achieve those

goals, and the desire to stay with the organization. Meyer and Allen (1991) state that organizational commitment is "a psychological state that characterizes the employee's relationships with the organization and has implications for the decision to continue membership in the organization. Other researchers use similar definitions that refer to an employee's attachment, goal congruency, identification, loyalty and allegiance to their organization. Researchers generally agree there are three "foci" used to classify types of organizational commitment as conceptualized by Meyer and Allen (1991), which are affective, continuous, and normative commitment. Affective commitment refers to employees' perceptions of their emotional attachment to or identification with their organization. Continuance commitment refers to employees' perceptions of the costs associated with leaving the organization. Finally, normative commitment refers to employees' perceptions of their obligation to their organization. For instance, if an organization is loyal to the employee or has supported his/her educational efforts, the employee may report higher degrees of normative commitment. This three-way classification enables the identification of the underlying basis for each type of commitment and researchers have clarified the unique antecedents and outcomes related to each type (Meyer, Stanley, Herscovitch, and Topolnytsky, 2002). Organizational commitment is most often defined as a strong desire to remain a member of a particular organization, a willingness to exert high levels of effort on behalf of the organization and a definite belief in, and acceptance of, the values and goals of the organization (Luthans, Organizational behavior 10th edition).Furthermore, Batemen and Strasser (1984) state that the reasons for studying organizational commitment are related to employee behaviors and performance effectiveness, attitudinal, affective, and cognitive constructs such as job satisfaction also related to characteristics of the employees job and role, such as responsibility and also personal characteristics of the employee such as age, job tenure. Guest (1991) concludes that high organizational commitment is associated with lower turnover and absence, but there is no clear link to performance. It is probably wise not to expect too much from commitment as a means of making a direct and immediate impact on performance. It is not the same as motivation. Commitment is a broader concept and tends to withstand transitory aspects of an employee's job. It is possible to be dissatisfied with a particular feature of a job while retaining a reasonably high level of commitment to the organization as a whole.

TURNOVER INTENT A study conducted in the United States presented evidence showing that dissatisfied nurses were 65% more likely to have intent to leave compared to their satisfied counterparts (Shields & Ward, 2001). Other predictors of intent to leave vary from low salaries and fringe benefits, inflexible work schedule (Coomber & Barriball, 2007; Hayes et al, 2006), career advancement prospects (Tzeng, 2002, Rambur et al., 2003), in addition to poor management and job stress (Rambur et al., 2003). Nurses intent to leave linked to situational factors such as family obligations, early retirement (Rambur et al., 2003), and length of service (Larrabee et al., 2003), low levels of motivation, emotional exhaustion and burnout, and to the poor social image of the nursing profession (Tzeng, 2002). It is worth noting that job satisfaction has also been found to be a better predictor of intent to leave as compared to the availability of other employment opportunities (Shields & Ward, 2001; Purani & Sahadev 2007). El-Jardali et al. (2007) also found a negative correlation between job satisfaction and intention to leave in Lebanese nurses. Purani and Sahadev (2007) used a job satisfaction multifaceted construct as predictor variable and examine its impact on intention to leave among the sales personnel in India. Purani and Sahadev (2007) found that employees with long stay at workplace had higher level of job satisfaction and would not incline to quit. This finding also suggested that job satisfaction and intention to leave relationship framework must also have other demographic variables consideration into the model of job satisfaction and intention to leave. Despite Pearson and Chongs (1997) insight, they stopped short at job satisfaction and did not examine the consequence of job (dis) satisfaction such as intention to leave. However, they did recommend that satisfaction with information cues available to nurses are crucial to determine nurses job satisfaction which may lead to intent to leave or higher job burnout, if not available.

CHAPTER III METHODOLOGY

3.0

INTRODUCTION This chapter covered research design, sampling design, design of questionnaire, research site (location), variables and measures. The research design consists of type of study and nature of study. For the type of study, researcher chooses the causal research. It is because the researcher wants to establish a link between independent variables and dependent variables. There have three variables which are organization commitment, job satisfaction and turnover intention. The research site is Pernec Corporation Berhad which will be conducted in few departments which are Group Human Resource Department, Customer Relationship Management Department, Internal Audit Department, Information Technology (IT) Department, Finance and Account Department. The data being collected from secondary sources and choose to use administrative questionnaire in order to get the data. For data analysis, the objective of research are getting a feel for the data, testing the goodness of data, and the testing hypothesis developed for the research. The goodness of data consists of reliability and validity. The reliability of a measure is established by testing for both consistency and stability. Cronbachs alpha is used as our reliability of measure and the stability of a measure can be accessed through Parallel-Form Reliability.

3.1

RESEARCH DESIGN

To do this research, the type of research design that been used is exploratory research which is the theoretical framework, descriptive research and causal research by using hypothesis testing. It is because exploratory research design is the primary objective to provide insights into, and comprehension of the problem more precisely, identity relevant courses of action, or gain additional insights before an approach can be developed. (Malhotra, 2004). Meanwhile, for the descriptive research, it based on the determination of objectives in this research. This research examined the factors that affect the customer perception and customer satisfaction. Conclusive research has divided into two, which are descriptive and causal research. For the purposed of this study, the researcher has used exploratory research to obtain information needed. It involves acquiring primary data, questionnaires, and sampling method and deciding on how the variables will be measured. For the causal research, we use it because we need to identify the truth of hypothesis that was tested into this research. This testing proved the relationship between independent and dependent variable in this research.

3.1.1

Location Questionnaire is distributed to employees in Pernec Corporation Berhad. The departments that involve are Human Resource department, Customer Relationship Management department, Internal Audit Department, Information Technology (IT) department, Finance and Account Department.

3.1.2

Time Horizon This study is done which data is gathered just once, but over a period of month, in order to answer the research question. The cross sectional study involved sample and data collection for the period of two months starting from the date September 2011 till November 2011.

3.1.3

Unit of Analysis

In this study, this research work is focus on individual based unit of analysis. This is because the area of this research paper covers the employees in Pernec Corporation Berhad. Although it is individual based, the study, will be looking at the data gathered from each individual and treating each employees response as an individual data source. 3.2 DATA COLLECTION METHOD The data used was from two main sources, primarily and secondary data. Both primary and secondary data collected in order to fulfill the research requirement. You have no secondary data 3.2.1 Secondary Data The secondary data will be gathered by someone other than the researcher conducting the current study. Such data can be internal or external to the organization and accessed through internet or perusal of recorded or published information. 3.2.1.1 External sources The external sources which the data originated from outside organization are collected through published material and computerized system. In published material, the data came from articles and journals about person-organization fit. In computerized system, the articles are getting from World Wide Web/ Online database. This data is obtained from the online database, which is internet.

3.2.2

Primary Data Primary data is collected for the specific purpose of addressing the objective. Distributing questionnaire and conducting some interviews are methods of obtaining primary data.

3.2.2.1 Questionnaire Method The questionnaire is designed to be user friendly to ease the respondents in answering them. It is also designated to obtain the information related to the objectives of the study. The questionnaire employed both fixed alternative multiple- choice items and open-ended questions. You have open ended questions? Structured questionnaire is used in this study. There are 37 questions in a set of questionnaire. Out of 100 questionnaires are distributed to employees in five departments which are Human Resource department, Customer Relationship Management department, Internal Audit Department, Information Technology (IT) department, Finance and Account Department. Types of question which had been used in this study were Likert Scale, a Measurement Scale and Multiple Choice Questions. In Likert Scale, a measurement scale with 5 categories ranging from strongly agree to strongly disagree and also strongly aware and strongly unaware because to measure the respondent perception. In multiple-choice questions, the researcher provides a choice of answer.

3.2.2.2 Personal Interview interview? In completing this research, face-to-face interview session with employees of Pernec Corporation Berhad was conducted. In the interview, the employees were asked about the impact of employees performance through person-organization fit.

3.3

THEORETICAL FRAMEWORK

Independent Variables (IV)

Dependant Variable (DV)

Job Satisfaction

Organization Commitment

PersonOrganization Fit

Turnover Intention

There are two types of variables that have been identified and used for this study. The variables are independent variable (IV) and dependent variable (DV). The independent variables for this study are (1) Job Satisfaction, (2) Organization Commitment, (3) Turnover Intention. The dependent variable is the person-organization fit is the main interest variable. The component of dependent variable will be explained by three characteristics of independent variables in this research.

3.4

SAMPLING DESIGN

According to Malhotra (2002), a sampling unit is the basic unit containing the elements of the population to be sampled. There are four elements to be considered in sampling. Sampling consists of sampling size, sampling frame and sampling technique. Uma Sekaran (2003). 3.4.1 Sampling Size Sekaran, U. (2003) stated that propose the following rules of thumbs for determining the sample that is sample size larger than 30 and less than 500 are appropriate for most research I dont like this justification. In addition, Zikmund (2003) also stated that the sample size must be above 30 responses. A usable sample of 100 participants resulted over a period of two months. The data was accumulated from the Pernec Corporation Berhad with permission of the management. The questionnaire has been distributed randomly to the employees in Pernec Corporation Berhad.

3.4.2

Sampling Frame According to Malhotra (2002), a sampling frame is a representation of the elements of the target population. A sampling frame can come from the telephone book, a computer program for generating telephone numbers, an association directory listing the firms in an industry, a mailing list purchased from a commercial organization, a city directory or a map. For this research, the characteristics of the sampling frames are consists of employees which must be Malaysian citizens. Each of the respondents was asked to answer a question through questionnaire distribute personally to the respondent.???????????

3.4.3

Sampling Technique Sampling technique divided into two which are probability sampling and non-probability sampling. Probability sampling consists of simple random sampling, systematic sampling, stratified sampling and cluster sampling. While non-probability sampling consists of convenience sampling,

judgemental sampling, quota sampling and snowball sampling.Sampling technique that being used in this research is non-probability sampling which is convenience sampling. Convenience sampling involves collecting information from members of population who are easily to provide the information. Non-probability sampling is element in the population that does not have any probabilities attached to being chosen as sample subject. Meanwhile, convenience sampling refers to the collection of information from members of the population who are conveniently available to provide it. Due to time constraint, this technique is the practical alternative to obtain quickly feedback from respondents. When time or other factors rather than generalize ability becomes critical, non-probability sampling is generally used. While, researchers generally used convenience samples to obtain a large number of completed questionnaires quickly and economically. ??????????????????????

3.5

DATA ANALYSIS After data has been collected from a representative population, the researcher will analyze them to test the research hypothesis. The SPSS (Statistical Package for the Social Science) program will be use to analyze the data. Before the researcher start analyzing the data to test hypotheses, some preliminary steps need to be completed. These will helps to ensure that the data are reasonably good and of assured quality for further analysis. The first step is to getting data ready for analysis such as editing data, handling blank responses, coding data, categorizing data, creating data file and programming. Using SPSS 20.0 version of windows software processes the collected data and the result is presented in tables. Researcher will then proceed to discuss the result of the analysis and interpretation. The reliability and validity of the measures can now be tested. Cronbachs Alpha testing will be using to test the reliability and validity of the measures. When well- validated measures are used, there is no need to establish their validity again for each study. It is a

reliability coefficient that indicates how well the items in a set are positively correlated to one another. It is computed in terms of the average intercorelation among the items measuring the concept. The closer the Cronbachs Alpha is to 1, the higher the internal consistency reliability (Sekaran, 2003). The reason the researcher used this technique is to indicate how well the items have strong relationship to one and another. Moreover, it is an adequate test of internal consistency reliability. The second step is to getting a feel for the data by checking the central tendency and dispersion using descriptive statistics. The mean, range, standard deviation and variance in the data will give the researcher a good idea of how respondents have reacted to the items in the questionnaire and how good the items and measures are. Frequency Distribution according to Malhotra (1999) is a mathematical distribution whose objective is to obtain a count of the number of responses associated with different values of one variable and to express these counts in percentage terms. Any single variable that is needed to be answered will be analyzed by using the frequency distribution method. This frequency produces a table of frequency account, percentage, valid percentage, and cumulative percentage for all the values with that variable. Moreover, a frequency table provide information and easy to read. Because the information too detail, the researcher must summarize by using descriptive statistic with frequencies, which are measure based on mean, median, and standard deviation.

CHAPTER IV FINDINGS

4.0

INTRODUCTION This chapter will summarize the empirical findings as well as interpretation of the result. Also presents the results of the data analysis which is assessing job satisfaction, organization commitment and turnover intention on personorganization fit. The statistical tests were conducted using Statistical Package Social Science (SPSS). Two types of statistical analysis have been chosen to analyze the variables. They are Descriptive Statistic and Analyses Measures where the relationship between each variable can be examined. The result of the test is enclosed in the appendices for the future reference.

4.1

DESCRIPTIVE STATISTIC 4.1.1 FREQUENCIES

Come out your own table

Gender

Frequency

Percent

Valid Percent

Cumulative Percent

Male Valid Female

44 56

44.0 56.0

44.0 56.0

44.0 100.0

Total

100

100.0

100.0

Table 2: Gender

Table 2 shows the gender of respondents which indicates the major gender of respondent is female with 56 respondents which represent 56.0% while male are 44 respondents with 44.0% of the total respondents.

Age

Frequency

Percent

Valid Percent

Cumulative Percent

18-30 31-40 Valid 41-50 >50 Total

54 29 10 7 100

54.0 29.0 10.0 7.0 100.0

54.0 29.0 10.0 7.0 100.0

54.0 83.0 93.0 100.0

Table 3: Age

Based on the result from Table 3 shows that the age of respondents. For the highest frequency for age is aging between 18 to 30 years old with 54 respondents which indicate 54.0% from the survey while for 31 to 40 years old with 29 respondents which indicate 29.0% and 41 to 50 years old with 10 respondents with percentages of 10.0% respectively. Respondents more than 50 years old the frequency is 7 respondents with 7.0% of the total respondents.

Status

Frequency

Percent

Valid Percent

Cumulative Percent

Single Married Valid Divorce Others Total

46 47 6 1 100

46.0 47.0 6.0 1.0 100.0

46.0 47.0 6.0 1.0 100.0

46.0 93.0 99.0 100.0

Table 4: Status

Table 4 indicate that the status of respondents. For the highest frequency for status is married with 47 respondents which indicate 47.0% from the survey while for single is 46 respondents with percentages of 46.0% respectively. For divorce the frequency of respondents is 6 respondents with 6.0% followed by lowest frequency is other with 1 respondent which indicate 1.0% of the total respondents.

Race

Frequency

Percent

Valid Percent

Cumulative Percent

Malay Valid Indian Total

98 2 100

98.0 2.0 100.0

98.0 2.0 100.0

98.0 100.0

Table 5: Race

Table 5 shows the race of respondents which indicates the highest among the respondents are Malay with 98 respondents which represent 98.0% followed by Indian with 2 respondents represent 2.0%.

Education

Frequency

Percent

Valid Percent

Cumulative Percent

SPM STPM/Diploma Valid Degree Master/PHD Total

16 29 50 5 100

16.0 29.0 50.0 5.0 100.0

16.0 29.0 50.0 5.0 100.0

16.0 45.0 95.0 100.0

Table 6: Education

Table 6 shows the education background of the respondent for this survey. Most of the respondents are degree holder with 50 respondents which indicates 50.0% followed by STPM or diploma holder with 29 respondents which indicates 29.0% of the total respondents. Below than that is SPM with 16 respondents which are 16.0% and the lowest percentage is 5.0% of Master or PHD holder with just 5 respondents.

Designation

Frequency

Percent

Valid Percent

Cumulative Percent

Non-Executive Executive Valid Management Others Total

20 57 13 10 100

20.0 57.0 13.0 10.0 100.0

20.0 57.0 13.0 10.0 100.0

20.0 77.0 90.0 100.0

Table 7: Designation

Table 7 shows the designation of respondents which indicates the highest among the respondents are executive with 57 respondents which represent 57.0% followed by 20 respondents of non-executive with 20.0%, management with 13 respondents represent 13.0% and other designation with 10 respondents which represent 10.0%.

4.1.2

DESCRIPTIVES JOB SATISFACTIONDescriptive Statistics N Minimum 100 100 100 100 100 100 100 100 100 100 100 1 2 1 1 2 1 1 1 1 1 Maximum 5 5 5 5 5 5 5 5 5 5 Mean 3.80 3.86 3.70 3.73 3.82 3.70 3.67 3.54 3.84 3.82 Std. Deviation .921 .792 .893 .839 .833 .785 .805 .937 .849 .881

Support Jobresponsibilities Improvement Asset Assessed Workenvironment Rewarded Flexible Secure Respect Valid N (listwise)

Table 8: Job Satisfaction

ORGANIZATION COMMITMENTDescriptive Statistics N Effort Jobassignment Values Proud Working Glad Care Valid N (listwise) 100 100 100 100 100 100 100 100 Minimum 1 1 1 1 1 1 1 Maximum 5 5 5 5 5 5 5 Mean 3.72 3.64 3.62 3.82 3.54 3.87 3.74 Std. Deviation .766 .798 .801 .796 .858 .812 .799

Table 9: Organization Commitment

TURNOVER INTENTIONDescriptive Statistics N Newjob Quitting Friendly Enjoyment Myjob Satisfied Dislike Enthusiastic Valid N (listwise) 100 100 100 100 100 100 100 100 100 Minimum 1 1 1 1 1 1 1 1 Maximum 5 5 5 5 5 5 5 5 Mean 3.21 3.45 3.61 3.56 3.40 3.55 3.65 3.48 Std. Deviation 1.094 1.048 .886 .925 .888 .925 1.095 .822

Table 10: Turnover Intention

PERSON-ORGANIZATION FITDescriptive Statistics N Match Remain Employees Like Reflect Job Valid N (listwise) 100 100 100 100 100 100 100 Minimum 1 1 1 1 1 1 Maximum 5 5 5 5 5 5 Mean 3.55 3.56 3.55 3.75 3.60 3.82 Std. Deviation .833 .868 .809 .925 .932 .809

Table 11: Person-Organization fit

4.2

LEVEL OF PERSON-ORGANIZATION FIT

Range 1 2.33 2.34 3.67 3.68 5.00Statistics MINPOF Valid N Missing Mean

Level Low Moderate High

100 0 3.6383

The result indicates that level of person-organization fit is highly moderate because it closes to high.

4.3

ANALYSES MEASURES 4.3.1 Pearson Correlation Analysis Pearson Correlation Analysis is being used in this study to test each hypothesis that has been developed to solve the research problem. The correlation matrix in table below displays correlation coefficients between the three independent variables which are job satisfaction, organization commitment and turnover intention and the dependent variable which is person-organization fit. The correlation coefficients indicate the strength of the association between the variables, where a coefficient is considered significant at 0.01 levels (two tailed). From below, there are significant correlations between all the

independent variables (job satisfaction, organization commitment and turnover intention) and dependent variable (person-organization fit), where all coefficients are larger than 0.50. It is note that there is a correlation exceeded 0.8, the correlation is suspected of exhibiting multicolinearity. Multicollinearity is a case of multiple regression in which the predictor variables are themselves highly correlated. The highest coefficient of correlation is 0.692 of organization commitment, which show collinearity problem. However it is still can be used as it is significant in influencing person-organization fit. The correlation matrix that is shown table below provided the answer to all of the hypotheses whether they are substantiated or not. The first hypothesis; there is a relationship between job satisfaction and personorganization fit, is substantiated because the correlation value for this hypothesis is 0.688 which is significant at the 0.01 level. Second hypothesis stated that there is a positive relationship between organization commitment and person-organization fit. This is substantiated by the correlation value of 0.692 which is significant at 0.01 levels. Third hypothesis indicate there is a relationship between turnover intention and person-organization fit. It is also supported by the

correlation value of 0.596 that is significant at 0.01 levels. Table 4.2.1(a) (Correlations Analysis)

Correlations VARIABLES JOB SATISFACTION ORGANIZATION COMMITMENT TURNOVER INTENTION PERSONORGANIZATION FIT Pearson Correlation JOB SATISFACTION Sig. (2-tailed) N ORGANIZATION COMMITMENT Pearson Correlation Sig. (2-tailed) N Pearson Correlation TURNOVER INTENTION Sig. (2-tailed) N Pearson Correlation PERSONORGANIZATION FIT Sig. (2-tailed) N **. Correlation is significant at the 0.01 level (2-tailed). Table 12: Correlation between Variables 100 .839**

1

.839

**

.626

**

.688** .000 100 .692**

.000 100 1

.000 100 .626**

.000 100 .626**

.000 100 .626**

.000 100 .596**

100 1

.000 100 .688**

.000 100 .692**

.000 100 .596**

100 1

.000 100

.000 100

.000 100 100

Descriptive Statistics Mean Std. Deviation JOB SATISFACTION ORGANIZATION COMMITMENT TURNOVER INTENTION PERSON-ORGANIZATION FIT 3.7480 3.7071 3.4888 3.6383 .66735 .62629 .62439 .73016 100 100 100 100 N

Table 13: Average of Variables

4.3.2

RELIABILITY ANALYSIS The reliability of the questionnaire is tested according to Cronbachs Alpha measurements. Reliability of the independent and dependent variables is very important and crucial for the researcher to know the dependability of their variables. The results indicate that Cronbachs Alpha coefficient of the dependent variable for person-organization fit is 0.920 and Cronbachs Alpha coefficient for the other three independent variables which are job satisfaction is 0.929, organization commitment is 0.891 and turnover intention is 0.801. It is important to note that the closer the reliability coefficient gets to 1.0, the better the result. In general, reliabilities less than 0.60 are considered to be poor, those in the ranges of 0.70 are acceptable, and those in the range over 0.80 are considered to be good. Therefore, it can be concluded that the reliabilities of the independent and dependent variables and the measures used in this study can be considered as good because all the Cronbachs Alpha for independent variables are well above 0.8. In addition the reliability coefficient of Cronbachs Alpha for dependent variable for person-organization fit is 0.920 which is well above 0.8 and is considered to be good. The summary results of reliability for each independent and dependent variables are shown table 4.2.2(a) below (Reliability Analysis)

VARIABLES Job Satisfaction Organization Commitment Turnover Intention

PILOT TESTING .925 .834

CRONBACHS ALPHA .929 .891

.861

.801

Person-Organization Fit

.803Table 14: Reliability of Variables

.920

CHAPTER V CONCLUSION AND RECOMMENDATION

5.0

INTRODUCTION

The intention of this study is to explore the impact of employee performance towards person-organization fit. As stated earlier in the first chapter, this study seeks to examine the relationship between the independent variables (job satisfaction, organization commitment and turnover intention) and the dependent variable which is personorganization fit. Based on the analysis and findings in chapter 4, it can be concluded that job satisfaction, organization commitment and turnover intention is vital in leading towards person-organization fit.

5.1

DISCUSSION OF THE OVERALL RESULTS AND FINDINGS

5.1.1

DESCRIPTIVE STATISTICS For descriptive statistic of the dependent variable (person-organization fit), average of the respondent choose 4 (as indicates by means for each items) as their answers based on the scale from 1 to 5;(1=strongly disagree, 2= disagree, 3 = average, 4= agree, 5= strongly agree). The standard deviation for all items is less than 1 that means that majority respondents agree to that answer. Descriptive statistic for job satisfaction (independent variable) shows that average respondents choose 4 (agree) as their answer based on 1 to 5 scales. The standard deviation for all items also less than 1 which means majority agrees to that answers. For

organization commitment and also turnover intention (independent variable) also shows that majority of respondents choose 4 as their answers to all the items asked in the questionnaire based on 1 o 5 scale. Here it shows that most respondent agree with the answer.

5.1.2

CORRELATION ANALYSIS The correlation analysis shows that all the independent variables are positively related to the dependent variable which is the personorganization fit. This is due to the positive value of the correlation as stated in the table 12 in chapter 4. The results of the correlation analysis also indicate that hypotheses which have been developed earlier in chapter 1 are supported. Hypothesis 1 stated that there is a relationship between personorganization fit and job satisfaction. The correlation coefficient shows the value of 0.688 (**) which is significant at 0.01 level (2 tailed). Thus, hypothesis 1 is supported. Job satisfaction can lead to personorganization fit. Meanwhile, hypothesis 2 stated that there is a positive relationship between person-organization fit and organization commitment. This hypothesis is substantiated due to the correlation coefficient of 0.692(**) which is significant at 0.01 level (2 tailed). Organization commitment is important toward person-organization fit.

Hypothesis 3 stated that there is a relationship between personorganization fit and turnover intention. It is supported and both of the variables are said to have positive relationship due to the value of the correlation coefficient of 0.596(**) which is significant at 0.01 level (2 tailed).

5.1.3

RELIABILITY ANALYSIS Based on the chapter 4 and table 14, all the variables in this study are reliable because the value of the Cronbachs Alpha is well above the acceptable value range which is 0.6. Furthermore the Cronbachs Alpha for all the variables is laid between the ranges of 0.801 to 0.929. This indicates that the variables are good and positively correlated to each other.

5.2

RECOMMENDATION There are several recommendation suggested for further research in exploring person-organization fit. The recommendations are: a. In order to improve the quality and reliability of the research, it is recommending for futures researchers to increase the number of the observation. In other hand, the future researchers also may longer the period of sample data. b. In order to improve the quality and reliability of the research, it also suggested for future researchers to use quantitative analysis instead of using qualitative analysis to provide findings that are more meaningful. c. Besides that, it is also recommend for future researchers to increase number of respondent in their qualitative data collected. It is useful in order to get the accuracy findings later on. d. It also suggested for future researcher to increase or change number of factor value (independent variables).

5.3

CONCLUSION OF THE STUDY NOT A RIGHT CONCLUSION

As a conclusion, person-organization fit can be describe as an approaches in order to improve employees performance and also organization capabilities to cope with changes. It is to ensure that right action plan can be take place to lead the organization toward its succession.

From the findings, it can be seen the three independent variables (job satisfaction, organization commitment and turnover intention) has significant relationship with person-organization fit. Also, person-organization fit is a tool to increase employees productivity, satisfaction and organization commitment. So that, it will lead to better performance. Therefore, this study can be taken to account as it provides sufficient information on person-organization fit.

REFERENCES

Cable, D. M., & DeRue, D.S. (2002). The convergent and discriminant validity of subjective fit perceptions. Journal of Applied Psychology, 87(5). Creswell, J. (2005). Educational research: Planning, conducting, and evaluating quantitative and qualitative research. Upper Saddle River, NJ: Pearson Education, Inc. Erdogan, B., & Bauer, T. (2005). Enhancing career benefits of employee proactive personality: The role of fit with jobs and organizations. Personnel Psychology. 58(4). Kristof_Brown, a. L., Zimmerman, R.D., & Johnson, E.C. (2005). Consequences of individuals fit at work: A meta-analysis of person-job, person-organization, persongroup, and person-supervisor fir. Personnel Psychology, 58(2), 281-342. McCulloch, M.C., & Turban, D.B. (2007). Using person-organization fit to select employees for high-turnover jobs. International Journal of Selection and Assessment, 15(1), 63-71. OReilly, C.A., Chatman, J., Caldwell, D.F. (1991). People and organizational culture: A profile comparison approach to assessing person-organization fit. Academy of Management Journal, 34(3), 487-512. Van Vianen,A.E.M. (2000). Person-organization fit: The match between newcomers and recruiters preferences for organizational culture. Personnel Psychology, 53, 113-149. Osaka Keidai Ronshu. (2004). Person-organization fit and person-job fit in employee selection: A review of the literature. Patrick Nelson & Jon Billsberry. Exploring the impact of person-organization fit on organizational performance. Organisational Psychology. Jennifer A.Chatman. (1999). Improving interaction organizational research: A model of person-organization fit. Judy Pate, Phillip Beaumont, Gwilym Pryce. Person-organization fit: The potential stumbling block of sub-cultures. Muge Karakurum. (2005). The effect of person-organization fit on employee job satisfaction, performance and organization commitment in a Turkish public organization. Cernile Celik. Relationship of organization commitment and job satisfaction: A field study of tax office employee.

Barbara B. Brown. (2003). Employees organizational commitment and their perception of supervisors relation-oriented and task-oriented leadership behaviors. Tomoki Sekiguchi. Person-organization fit and person-job fit in employee selection. Amy L.Kristof-Brown, Ryan D.Zimmerman, Erin C. Johnson. (2005). Consequences of individuals fit at work: A meta-analysis of person-job, person-organization, person-group and person-supervisor fit.

APPENDICES QUESTIONNAIREI am Zalikha Binti Esa, Bachelor of Business Administration (Hons) Human Resource Management, student from UiTM Bandaraya Melaka. The information gathered from this survey is for academic purpose only. All answers given will be treated as strictly confidential. Your cooperation in completing this questionnaire is very much appreciated.

Please tick ( / ) in the box provided.

PART 1 DEMOGRAPHIC

1

Gender Male Female

2

Age 18 - 30 31 - 40 41 - 50 > 50

3

Marital Status Single Married Divorce Others

4

Race Malay Chinese Indian Others

5

Education SPM Degree STPM/Diploma Master/PHD

6

Designation Non-Executive Management Executive Others

PART 2 - INDEPENDENT VARIABLES AND DEPENDENT VARIABLE SECTION A: JOB SATISFACTION Please tick the number bellow with a suitable answer as in the following area. Here we have form a number from 1 to 5. 5 4 3 2 1 STRONGLY AGREE AGREE AVERAGE DISAGREE STRONGLY DISAGREE

STATEMENT 1 I get support and teamwork from other department in the company. My senior clearly defines my job responsibilities. My senior communicates to me the areas of improvement in my job. The organization views its employees as assets. In this organization, the tasks performed by an individual are assessed with reference to ones experience and expertise. Management has created an open and comfortable work environment. People who are hardworking and result oriented are praised and rewarded in this organization. Management is flexible and understands the importance of

1

2

3

4

5

2 3

4 5

6

7

8

9

balancing my work. I feel secure about my job.

10 My organization shows respect for a diverse range of opinions, ideas and people.

SECTION B: ORGANIZATIONAL COMMITMENT Please tick the number bellow with a suitable answer as in the following area. Here we have form a number from 1 to 5. 5 4 3 2 1 STRONGLY AGREE AGREE AVERAGE DISAGREE STRONGLY DISAGREE

STATEMENT 1 I am willing to put in a great deal of effort beyond that normally expected in order to help this organization be successful. I would accept almost any type of job assignment in order to keep working for this organization. I find that my values and the organization's values are very similar. I am proud to tell others I am part of this organization. I could just as well be working for a different organization as long as the type of work was similar. I am extremely glad that I chose this organization to work for over others I was considering at the time I joined. I really care about the fate of this organization.

1

2

3

4

5

2

3

4 5

6

7

SECTION C: TURNOVER INTENT Please tick the number bellow with a suitable answer as in the following area. Here we have form a number from 1 to 5. 5 4 3 2 1 STRONGLY AGREE AGREE AVERAGE DISAGREE STRONGLY DISAGREE

STATEMENT 1 2 3 4 5 6 7 8 I will likely actively look for a new job I often think about quitting I believe that the work atmosphere is friendly I find real enjoyment in my job I consider my job rather pleasant I am fairly well satisfied with my job I definitely dislike my job Most days I am enthusiastic about my job

1

2

3

4

5

SECTION D: PERSON-ORGANIZATION FIT Please tick the number bellow with a suitable answer as in the following area. Here we have form a number from 1 to 5. 5 4 3 2 1 STRONGLY AGREE AGREE AVERAGE DISAGREE STRONGLY DISAGREE STATEMENT 1 2 3 My values match those of this organization. I intend to remain with this organization. My values match those of current employees in this organization. I like my job. The values and personality of this organization reflect my own values and personality. I am satisfied with my job. 1 2 3 4 5

4 5

6

..THANK YOU FOR GIVING YOUR PRECIOUS TIME..

FREQUENCIES VALUE

GENDER

Statistics Gender Valid N Missing 0 100

Gender Frequency Percent Valid Percent Cumulative Percent Male Valid Female Total 44 56 100 44.0 56.0 100.0 44.0 56.0 100.0 44.0 100.0

AGE

Statistics Age Valid N Missing 0 100

Age Frequency Percent Valid Percent Cumulative Percent

18-30 31-40 Valid 41-50 >50 Total

54 29 10 7 100

54.0 29.0 10.0 7.0 100.0

54.0 29.0 10.0 7.0 100.0

54.0 83.0 93.0 100.0

STATUS

Statistics Status Valid N Missing 0 100

Status Frequency Percent Valid Percent Cumulative Percent Single Married Valid Divorce Others Total 46 47 6 1 100 46.0 47.0 6.0 1.0 100.0 46.0 47.0 6.0 1.0 100.0 46.0 93.0 99.0 100.0

RACE

Statistics Race Valid N Missing 0 100

Race Frequency Percent Valid Percent Cumulative Percent Valid Malay 98 98.0 98.0 98.0

Indian Total

2 100

2.0 100.0

2.0 100.0

100.0

EDUCATION

Statistics Education Valid N Missing 0 100

Education Frequency Percent Valid Percent Cumulative Percent SPM STPM/Diploma Valid Degree Master/PHD Total 16 29 50 5 100 16.0 29.0 50.0 5.0 100.0 16.0 29.0 50.0 5.0 100.0 16.0 45.0 95.0 100.0

DESIGNATION

Statistics Designation Valid N Missing 0 100

Designation Frequency Percent Valid Percent Cumulative Percent

Non-Executive Executive Valid Management Others Total

20 57 13 10 100

20.0 57.0 13.0 10.0 100.0

20.0 57.0 13.0 10.0 100.0

20.0 77.0 90.0 100.0

RELIABILITY JOB SATISFACTION

Case Processing Summary N Valid Cases Excluded Totala

% 100 0 100 100.0 .0 100.0

a. Listwise deletion based on all variables in the procedure.

Reliability Statistics Cronbach's Alpha Cronbach's Alpha Based on Standardized Items .929 .929 10 N of Items

Item Statistics Mean Support Jobresponsibilities Improvement Asset Assessed Workenvironment Rewarded Flexible Secure 3.80 3.86 3.70 3.73 3.82 3.70 3.67 3.54 3.84 Std. Deviation .921 .792 .893 .839 .833 .785 .805 .937 .849 N 100 100 100 100 100 100 100 100 100

Respect

3.82

.881

100

Summary Item Statistics Mean Minimum Maximum Range Maximum / Minimum Item Means 3.748 3.540 3.860 .320 1.090 .010 10 Variance N of Items

Item-Total Statistics Scale Mean if Item Deleted Scale Variance if Item Deleted Corrected ItemTotal Correlation Support Jobresponsibilities Improvement Asset Assessed Workenvironment Rewarded Flexible Secure Respect 33.68 33.62 33.78 33.75 33.66 33.78 33.81 33.94 33.64 33.66 36.301 37.167 35.365 36.169 37.398 36.739 37.226 35.148 36.354 35.722 .665 .698 .788 .759 .632 .755 .678 .766 .728 .764 Squared Multiple Correlation .638 .680 .695 .660 .498 .654 .537 .657 .599 .657 Cronbach's Alpha if Item Deleted .925 .923 .918 .920 .926 .920 .924 .919 .921 .919

Scale Statistics Mean 37.48 Variance 44.535 Std. Deviation 6.673 N of Items 10

ORGANIZATION COMMITMENT

Case Processing Summary N Valid Cases Excluded Totala

% 100 0 100 100.0 .0 100.0

a. Listwise deletion based on all variables in the procedure.

Reliability Statistics Cronbach's Alpha Cronbach's Alpha Based on Standardized Items .891 .892 7 N of Items

Item Statistics Mean Effort Jobassignment Values Proud Working Glad Care 3.72 3.64 3.62 3.82 3.54 3.87 3.74 Std. Deviation .766 .798 .801 .796 .858 .812 .799 N 100 100 100 100 100 100 100

Summary Item Statistics Mean Minimum Maximum Range Maximum / Minimum Variance N of Items

Item Means

3.707

3.540

3.870

.330

1.093

.013

7

Item-Total Statistics Scale Mean if Item Deleted Scale Variance if Item Deleted Corrected ItemTotal Correlation Effort Jobassignment Values Proud Working Glad Care 22.23 22.31 22.33 22.13 22.41 22.08 22.21 14.341 15.085 14.062 14.215 14.729 13.832 14.370 .739 .564 .751 .728 .570 .783 .695 Squared Multiple Correlation .622 .470 .585 .645 .360 .683 .520 Cronbach's Alpha if Item Deleted .870 .890 .868 .871 .891 .864 .875

Scale Statistics Mean 25.95 Variance 19.220 Std. Deviation 4.384 N of Items 7

TURNOVER INTENTION

Case Processing Summary N Valid Cases Excluded Totala

% 100 0 100 100.0 .0 100.0

a. Listwise deletion based on all variables in the procedure.

Reliability Statistics

Cronbach's Alpha

Cronbach's Alpha Based on Standardized Items

N of Items

.801

.810

8

Item Statistics Mean Newjob Quitting Friendly Enjoyment Myjob Satisfied Dislike Enthusiastic 3.21 3.45 3.61 3.56 3.40 3.55 3.65 3.48 Std. Deviation 1.094 1.048 .886 .925 .888 .925 1.095 .822 N 100 100 100 100 100 100 100 100

Summary Item Statistics Mean Minimum Maximum Range Maximum / Minimum Item Means 3.489 3.210 3.650 .440 1.137 .020 8 Variance N of Items

Item-Total Statistics Scale Mean if Item Deleted Scale Variance if Item Deleted Corrected ItemTotal Correlation Newjob Quitting Friendly Enjoyment Myjob Satisfied Dislike Enthusiastic 24.70 24.46 24.30 24.35 24.51 24.36 24.26 24.43 20.354 18.938 20.131 18.715 20.333 18.839 19.730 20.126 .344 .539 .507 .673 .478 .654 .413 .562 Squared Multiple Correlation .483 .625 .468 .620 .537 .594 .428 .486 Cronbach's Alpha if Item Deleted .808 .775 .780 .755 .784 .758 .797 .774

Scale Statistics

Mean 27.91

Variance 24.951

Std. Deviation 4.995

N of Items 8

PERSON-ORGANIZATION FIT

Case Processing Summary N Valid Cases Excluded Totala

% 100 0 100 100.0 .0 100.0

a. Listwise deletion based on all variables in the procedure.

Reliability Statistics Cronbach's Alpha Cronbach's Alpha Based on Standardized Items .920 .921 6 N of Items

Item Statistics Mean Match Remain Employees Like Reflect Job 3.55 3.56 3.55 3.75 3.60 3.82 Std. Deviation .833 .868 .809 .925 .932 .809 N 100 100 100 100 100 100

Summary Item Statistics

Mean

Minimum

Maximum

Range

Maximum / Minimum

Variance

N of Items

Item Means

3.638

3.550

3.820

.270

1.076

.014

6

Item-Total Statistics Scale Mean if Item Deleted Scale Variance if Item Deleted Corrected ItemTotal Correlation Match Remain Employees Like Reflect Job 18.28 18.27 18.28 18.08 18.23 18.01 13.638 13.694 13.658 13.024 13.169 14.071 .790 .738 .817 .796 .762 .736 Squared Multiple Correlation .682 .627 .697 .662 .658 .618 Cronbach's Alpha if Item Deleted .903 .910 .900 .902 .907 .910

Scale Statistics Mean 21.83 Variance 19.193 Std. Deviation 4.381 N of Items 6

PEARSON CORRELATION ANALYSIS

Descriptive Statistics Mean MINSATISFACTION MINORGCOMMITMENT MINTURNOVER MINPOF 3.7480 3.7071 3.4888 3.6383 Std. Deviation .66735 .62629 .62439 .73016 N 100 100 100 100

Correlations MINSATISFACT MINORGCOMM ION Pearson Correlation MINSATISFACTION Sig. (2-tailed) N Pearson Correlation MINORGCOMMITMENT Sig. (2-tailed) N Pearson Correlation MINTURNOVER Sig. (2-tailed) N Pearson Correlation MINPOF Sig. (2-tailed) N **. Correlation is significant at the 0.01 level (2-tailed). 100 .839**

MINTURNOVE R

MINPOF

ITMENT 1 .839**

.626

**

.688

**

.000 100 1

.000 100 .626**

.000 100 .692**

.000 100 .626**

.000 100 .626**

.000 100 .596**

100 1

.000 100 .688**

.000 100 .692**

.000 100 .596**

100 1

.000 100

.000 100

.000 100 100

DESCRIPTIVE STATISTIC

JOB SATISFACTIONDescriptive Statistics N Support Jobresponsibilities Improvement Asset Assessed Workenvironment Rewarded Flexible Secure Respect Valid N (listwise) 100 100 100 100 100 100 100 100 100 100 100 Minimum 1 2 1 1 2 1 1 1 1 1 Maximum 5 5 5 5 5 5 5 5 5 5 Mean 3.80 3.86 3.70 3.73 3.82 3.70 3.67 3.54 3.84 3.82 Std. Deviation .921 .792 .893 .839 .833 .785 .805 .937 .849 .881

ORGANIZATION COMMITMENTDescriptive Statistics N Effort Jobassignment Values 100 100 100 Minimum 1 1 1 Maximum 5 5 5 Mean 3.72 3.64 3.62 Std. Deviation .766 .798 .801

Proud Working Glad Care Valid N (listwise)

100 100 100 100 100

1 1 1 1

5 5 5 5

3.82 3.54 3.87 3.74

.796 .858 .812 .799

TURNOVER INTENTIONDescriptive Statistics N Newjob Quitting Friendly Enjoyment Myjob Satisfied Dislike Enthusiastic Valid N (listwise) 100 100 100 100 100 100 100 100 100 Minimum 1 1 1 1 1 1 1 1 Maximum 5 5 5 5 5 5 5 5 Mean 3.21 3.45 3.61 3.56 3.40 3.55 3.65 3.48 Std. Deviation 1.094 1.048 .886 .925 .888 .925 1.095 .822

PERSON-ORGANIZATION FITDescriptive Statistics N Match Remain Employees Like Reflect Job Valid N (listwise) 100 100 100 100 100 100 100 Minimum 1 1 1 1 1 1 Maximum 5 5 5 5 5 5 Mean 3.55 3.56 3.55 3.75 3.60 3.82 Std. Deviation .833 .868 .809 .925 .932 .809