When firms fill vacated positions or add redundant jobs, traditional routines may be triggered to help clarify the positions (e.g., job analysis, writing or updating job descriptions, determining selection criteria). The best entry conditions for new workers are believed to be when job expectations are well articulated, since this clarity is associated with successful assimilation, strong organizational commitment, and lowered intent to quit (Ostroff & Kozlowski, 1992).
The organizational fit of the new employee is another aspect of the entry experience linked to these positive outcomes. New employee fit can be conceptualized in multiple ways, including fit with organizational values or with the demands and offerings of the job (Edwards, 1991). Fit can be improved post-hire if either the employee or the job is altered to enhance congruence. Workers with flexible jobs may adapt them to better match their personal interests or abilities (Bell & Staw, 1989;Jones, 1986), particularly if they learned during socialization that it is acceptable to do so (Ashforth & Saks, 1996;Black & Ashford, 1995). Conversely, workers may decide to change themselves or their personal values to enhance alignment with the new job or employer (Van Maanen & Schein, 1979).
Most research on person-organization fit deals with documented vacancies, or existing positions where expectations, tasks, and the culture of the firm are known and measurable. This research instead examines the hiring process in situations where the jobs