The impact of person-organization fit and leader-member exchange on withdrawal behaviors in Thailand

Abstract

The purpose of this paper is to examine the impact of person-organization fit and leader-member exchange (LMX) on the withdrawal behaviors of Thai employees. Self-report questionnaires were received from 300 employees working in one of the largest Thai public universities. Exploratory factor analysis was conducted, followed by confirmatory factor analysis. Structural equation model was then implemented to test the relationships among all variables. The results showed negative relationships between person-organization fit and withdrawal behaviors, between LMX and withdrawal behaviors, and between person-organization fit and LMX and an intention to leave. However, only person-organization fit was statistically significant with withdrawal behaviors and an intention to leave. The progression model of withdrawal behaviors was also supported. The self-report questionnaires were the limitations of the study. This study highlighted the importance of withdrawal behaviors and an intention to leave an organization which are costly behaviors. Person-organization fit should be emphasized at the recruitment and selection process, and coherent human resource practices should be used in an organization to possibly lessen these costly behaviors. This study contributed to the knowledge of withdrawal behaviors, covering both least severe and more extreme behaviors. This study suggested that an organization should pay attention to these least severe withdrawal behaviors among employees, since these can lead to an extreme withdrawal behavior – i.e. an intention to leave an organization.