The effect of organizational culture and structure for developing identification and person-organization fit

The organization culture that is one of the remarkable organizational variables enabling desired employees' profile to be selected, developed and retained in institution is an antecedent for occurring employees' positive work attitude. Organizations reach institutional aims through these kinds of employees in this circumstance. It is obvious that organizational culture has meaningful relationship with values. Person-organization fit that can be investigated as an individual-level variable is considered as an outcome of desired level of organizational culture dimensions due to its closed relation with values. Increasing level of team working in organization cause the academicians to pay attention to research about group dynamics in organizational context. Therefore; group identification for employees acquires qualification of research field. Group identification as an attitude that institution want employees to develop can be affected by culture of institution. In this study, the effect of organizational culture on person-organization fit and employees' identification with working groups depending on social identity is investigated. Besides, how these relations can be altered by characteristics features determined for organizational structure (moderator) is diagnosed. 436 white color-employee from 11 different private sector companies at both production and service participated in this research via convenient sampling technique. Quantitative research method is utilized and scales in inventory are used for gathering data. Proposed relations are tested via SPSS. Multiple linear and hierarchical regression analysis, graphical display, and slope test are utilized for diagnosing relations. According to findings, vision-consumer focused elasticity and coordination as a culture dimension explained the variance in person-organization fit. Culture of team working and talent development-learning influence person-organization fit and identification. The dimension of delegation-change explained group identification, whereas the culture of strategic plan and cooperation-monitoring demand influence person-organization fit. Contrary to expectations, shared vision and job execution style/values explain both dependent variables, negatively. One dimension of organizational structure has a moderating role on the relation between identification and both culture dimensions of delegation-change culture and shared vision and job execution style/values.