Does employee perceptions of fit to job, fit to organisation and fit to community influence job performance? The case of Zimbabwe’s manufacturing sector

Abstract

Orientation: The influence of the fit components of job embeddedness (fit to job, fit to organization and fit to community) on job performance has not been extensively researched and the relationship is largely unknown.Research purpose: This study investigated the influence of the fit components of job embeddedness (employee fit to job, fit to organization and fit to community) on employees’ job performance.Motivation for the study: There is a dearth of studies on the fit components of job embeddedness and the relationship with job performance in developing countries especially in Southern Africa.Research design, approach and method: This cross-sectional study made use of a quantitative survey design. The target population comprised employees working in Zimbabwe’s manufacturing sector (n = 452).Main findings: The results revealed that employee fit to job, fit to organization and fit to community positively influences employees’ job performance.Practical/managerial implications: The findings have implications for human resource managers in Zimbabwe’s manufacturing sector, who are encouraged to consider the three fit factors of job embeddedness during the job applicants interviewing process as they have a significant potential to influence job performance.Contribution/value-addition: The research is one of the primary research papers to investigate the direct effects of the fit components of job embeddedness on employee job performance within the Zimbabwean context. It provides a rich platform for further studies and replication in other industry sectors especially within the African context.