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Abstract
The person-environment (P-E) fit literature has largely focused on employees self-perceptions of their own fit with the workplace. This dissertation examines managers perceptions of employees P-E fit instead, since employees are likely to have positive biases in their self-assessments. Grounded in social perception, behavioral confirmation, and social exchange theory, the dissertation hypothesizes that: (1) managers perceptions of employee fit are influenced by employees individual differences and work behaviors; (2) managers perceptions of employee fit are related to managers subsequent treatment of employees, and; (3) managers perceptions of employee fit partially mediate the relationships between employees work behaviors and managers treatment of employees. Using field samples of full-time personnel at three hospitals, the results of the dissertation indicate that managers perceptions of employee fit are strongly influenced by employees core task and citizenship performance and are moderately influenced by managers perceptions of employees non-work identity salience and demographic similarity to themselves. Results also indicate that managers perceptions of employee fit have strong positive relationships with employees reports of managers supportiveness and fairness, the level of empowerment they are given on the job, and the discretionary rewards/bonuses they receive. Moreover, the results indicate that managers perceptions of employee fit significantly and partially mediate some of the effects from employees work behaviors to managers treatment of employees. The dissertation concludes with a discussion of theoretical, empirical, and practical contributions to the P-E fit literature and outlines potential avenues for future research in this area.