The relationship between person-organization fit, organizational identification, emotional commitment, organizational engagement, and employee performance in hybrid work model

The aim of this study is to determine the relationship between person-organization fit, organizational identification, affective commitment, organizational engagement, and employee performance within the context of hybrid work models. The data were collected through an online survey from 400 participants working in both public and private sectors. According to the findings, significant and positive relationships were identified between person-organization fit and organizational identification (β=0.598; p<0.001), person-organization fit and affective commitment (β=0.543; p<0.001), person-organization fit and organizational engagement (β= 0.596; p<0.001), person-organization fit and employee performance (β=0.188; p< 0.001), organizational identification and affective commitment (β= 0.691; p<0.001), organizational identification and employee performance (β=0.264; p<0.001), affective commitment and organizational engagement (β=0.715; p<0.001), affective commitment and employee performance (β=0.158; p<0.001), and organizational engagement and employee performance (β=0.262; p<0.001). In addition, when the path coefficients were evaluated within the scope of structural equation modeling, it was found that person-organization fit had an effect on organizational identification (β₁=0.700) and affective commitment (β₁=0.259), and organizational identification had an effect on affective commitment (β₁=0.466), organizational identification has significant effects on employee performance (β₁=0,200), affective commitment has significant effects on organizational engagement (β₁=1,031), person-organization fit has significant effects on organizational engagement (β₁=0,119) and organizational engagement has significant effects on employee performance (β₁=0,090); The effects of person-organization fit on employee performance (β₁= -0.069, p>0.05) and affective commitment on employee performance (β₁= -0.263, p>0.05) were not found to be statistically significant and were therefore excluded from the model. It is seen that the final model obtained with the findings obtained from the conducted analyses has a statistically strong structure.