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DNA Reporter - February 2017

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Page 4 • DNA Reporter February, March, April 2017 The Significance of Fit Andrea Holecek, EdD, MSN, MBA, APRN, AOCNS, NE-BC Dr. Andrea Holecek is a board-certified Nurse Executive and currently serves as the Senior Director of Patient Care Services and Magnet® Program Director for Bayhealth. In her role, she is responsible for the overall management of nursing practice at the Milford campus. She also has systemwide responsibility for Dialysis, Vascular Andrea Holecek Access, Safe Patient Handling, and Surgical Weight Loss programs. She has previously served as an adjunct clinical nursing instructor for Delaware Technical and Community College - Terry Campus, and has worked as a contractual medical analyst for a mass tort litigation firm. Andrea received her initial nursing degree in 1991 from Delaware Tech, then obtained a Bachelors of Science in Nursing from Wilmington University in 1999. Her graduate work included Masters Degrees in both Nursing and Business Administration. Most recently, Andrea received a Doctorate of Education in Organization Leadership from Wilmington University in 2011. So often, we as nursing professionals perceive and react to turnover in a very negative way. There is valid reason for this reaction, as research evidence has demonstrated that as turnover increases, negative outcomes such as patient and employee injuries, length of stay, and even mortality also increase (Kosel & Olivo, 2002). Therefore, there is a necessity to stabilize nursing teams to the greatest extent possible. However, we must realize that, as social beings, there is an element of job satisfaction that, while intangible, is a core determinant of whether or not we choose to stay in a job, role, or position, or move on to something else. The concept of an employee’s “fit” within an organization can be ambiguous and very hard to define. Yet, those of us in leadership roles have been known to say, “Well, she just wasn’t a good fit.” So, maybe it is easier to identify when fit isn’t right. “Fit,” known in the organizational psychology realm as Person-Organization (P-O) fit, is the congruence of an employee’s beliefs and values with the culture, norms, and values of the organization (Handler, 2004). Fit is more vague than knowledge, skills, and abilities. We can attempt to identify an individual’s likelihood to fit in during interview and on-boarding processes, but in reality, fit is difficult to assess and rarely measured using any evidenced-based tools. Behavior-based interviewing and personality testing techniques get us close to identifying whether a potential employee’s values and beliefs are aligned with the organization, but are likely to only recognize gross inconsistencies. Smaller, more subtle deviations may only appear after several weeks or months after the employee is hired. There are many components to having the right fit. When fit is right, an employee feels purposefully connected to the mission and vision of the organization. His or her personal values align with the organization and the team within which he or she works. When values, behaviors, and personality are congruent, the employee will exhibit a positive work attitude, will stay committed to the organization and team, and will experience overall job satisfaction (Cable and DeRue, 2002). When fit is not right, employees can feel socially disconnected from the organization and team, and may not perform to the highest expectations of the role. Moving beyond Person-Organization fit, we can examine fit at an even deeper level, as it relates to a specific job role or function. An employee, for example, can have complete congruence of values, beliefs, and behaviors within an organization, but may find himself in a position requiring specific talents that he does not possess. In 1969, Lawrence Peter coined the term “the Peter Principle” to describe the rise of an employee through the ranks of an organization, only to eventually land in a role in which they no longer had the knowledge, skills, or abilities to achieve optimum performance. While that exact scenario may not be as prevalent in today’s generation of workers, the unintentional mismatch of talents, values, and beliefs to a specific job role can still occur. What we as leaders must remember is that fit is an integral part in both personal and organizational success. Fit is not something that can happen unnaturally. We cannot make someone “fit in” if they are not naturally wired to do so. Humans are exceptional beings. Every one of us brings a unique mix of personality, style, emotion, judgment, values, beliefs, and morals that make us who we are as individuals. It is absurd to believe that every current employee is a perfect fit for his or her position or job role. As leaders in the profession, it is our responsibility to accept some degree of turnover and attribute the loss of some employees to the concept of fit. References Peter, L. and Hull, R. (1969). The Peter Principle: Why Things Always Go Wrong. New York: William Morrow and Company. Cable, D. and DeRue, D (2002). The convergent and discriminant validity of subjective fit perceptions. Journal of Applied Psychology, 87(5), 875-884. Handler, C. (2004). The Value of Person-Organization Fit. Retrieved November 7, 2016, from https://www. Kosel K., Olivo T. (2002). VHA’s 2002 Research Series: The Business Case for Work Force Stability. Voluntary Hospitals of America. Trying to juggle school, work and the kids? Simplify your life at! • Access over 600 issues of official state nurses publications, to make your research easier! • Find your perfect career! • Stay up-to-date with events for nursing professionals!

February, March, April 2017 DNA Reporter • Page 5

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