An exploratory model is presented as a heuristic to indicate how individual perceptions of corporate reputation (before joining) and corporate ethical values (after joining) generate specific individual organizational senses of fit. The paper suggests that an ethical dimension of person-organization fit may go some way in explaining superior acquisition and retention of staff by those who are attracted to specific organizations by levels of corporate social performance consonant with their ethical expectations, or who remain with them by virtue of better (...) personal ethical fits with extant organizational ethical values. Specifically, the model suggests that individual misfits that arise from ethical expectations that either exceed or fall short of perceived organizational ethical performances lead to problematic acquisition and retention behavioural outcomes. (shrink)

An exploratory model is presented as a heuristic to indicate how individual perceptions of corporate reputation (before joining) and corporate ethical values (after joining) generate specific individual organizational senses of fit. The paper suggests that an ethical dimension of person-organization fit may go some way in explaining superior acquisition and retention of staff by those who are attracted to specific organizations by levels of corporate social performance consonant with their ethical expectations, or who remain with them by virtue of better (...) personal ethical fits with extant organizational ethical values. Specifically, the model suggests that individual misfits that arise from ethical expectations that either exceed or fall short of perceived organizational ethical performances lead to problematic acquisition and retention behavioural outcomes. (shrink)

Organizational citizenship behaviour has generally been associated with organizational effectiveness. However, recent research has shown that this may not always be the case and that certain types of organizational citizenship behaviour such as compulsory citizenship behaviour, may be inimical to the fulfillment of formal goals and organizational effectiveness. Using military historical and business organizational secondary data, the paper maintains that extreme variance in either organizational (task) or personal (social psychological) support organizational citizenship behaviour generates entropic citizenship behaviour which derails completely (...) the effective accomplishment of formal organizational goals. A general model of organizational citizenship behaviour with entropic citizenship behavior as its novel conceptual boundary is developed in the paper, and four specific propositions with implications for future empirical research are delineated. (shrink)