Antecedents and Outcomes of Experienced Meaningful Work:

A Person-Job Fit Perspective

*Wesley A. Scroggins
Missouri State University

Meaningful work has become an increasingly valued job outcome for many employees. It is also
receiving increased attention in the management and organizational behavior research
literatures. In this study, antecedents and consequences of meaningful work are examined. A
particular type of person-job fit, self-concept-job fit, is proposed and found to be a significant
predictor of meaningful work. Meaningful work is also found to be significantly correlated with
intentions to exit the organization. Results indicate that meaningful work is as strongly related to
intentions to leave as are the more traditional job attitudes included in many models of employee
turnover. This study contributes to the research literature by examining a person-job fit approach
to meaningful work, provides evidence for the need to expand the person-job fit construct, and
provides empirical support for existing theory.

Key Words: Job attitudes: Meaningful work, Person-job fit, employee turnover

and committed to their organization. Furthermore,

Introduction engagement was strongly correlated with both
employee retention and the willingness to engage in
Meaningful and challenging work experiences have discretionary pro-social behaviors. As organizations
become increasingly important to individuals in the struggle to reduce costs and increase effectiveness,
last few decades (Conger, 1994). Recent surveys issues of retention management and citizenship
suggest that many workers rank significance and behaviors have both received increased attention
meaningfulness of work as a more valued job from management as potential sources of value to
outcome than most external rewards (Caudron, 1997; organizations. The Towers Perrin study stated that
Towers Perrin, 2003). As attitudes toward work and building employee engagement may be the most
employment shift, there is much evidence to suggest critical task confronting organizations today. The
that today’s workers desire qualitatively different implication of this study is that organizations must
outcomes than workers of past generations and that consider how to create meaningful work experiences
meaningful work is emerging as one of the most for employees, especially for purposes of employee
valued job outcomes that individuals expect from retention and motivation to engage in discretionary
work and employment. pro-social behaviors, such as helping behaviors and
compliance behaviors.
A recent study by consulting firm Towers Perrin
(2003) indicates that meaningful work experiences Although meaningful work is valuable to both
are not only valuable to employees, but that employees and employers, the issue has only recently
experienced meaningful work by employees can also received considerable attention in the management
provide value to the organization. The study and organizational behavior research literature. The
concluded that meaningful work experiences formed construct has been included in models of job design
the foundation for employee engagement in and empowerment for some time (Hackman &
organizations. Employee engagement refers to the Oldham, 1976; Spreitzer, 1995). However,
degree to which employees are involved in their jobs researchers are giving increased attention to

68 Journal of Business Inquiry 2008

examining the correlates of meaningful work in an for work motivation. Implicit in the theory is the
attempt to identify antecedents and consequences of mediating role of “experienced meaningful work.”
meaningfulness (May, Gilson & Harter, 2004; Pratt The theory implies that meaningful work is a
& Ashforth, 2003) and examine how meaningful function of the interaction between work tasks, the
work operates in the work experiences of employees context in which the work is performed, and the
(Wrzesniewski, 2003). The present study adds to the individual's self-concept. When job tasks match the
meaningful work research by examining the individual’s self-concept, the individual will perceive
antecedent role of a particular type of person-job fit the work as meaningful. Experienced meaningfulness
for meaningful work. The relationship between of work has motivating potential and is related to
meaningful work and worker intent to leave the increased levels of work motivation that underlies
organization is also examined. This study, therefore, numerous work related behaviors. Although this is
provides insight into one method for creating not a formal theory of meaningful work, the theory
meaningful work for employees and finds evidence does provide insight into a source of meaningful
for the value of meaningful work to organizations by work. The implication is that meaningful work can be
providing empirical evidence for the relationship created by the fit between worker self-concept and
between meaningful work and worker intentions to job tasks.
leave.
Building on the theory proposed by Shamir (1991),
The study makes three contributions to the literature. Scroggins (2003) and Scroggins and Benson (in
First, as stated above, it examines antecedents and press) introduced the self-concept-job fit (SC-J)
consequences of meaningful work and proposes that construct. They argued that this type of person-job fit
meaningful work is an important job attitude that was conceptually and empirically distinct from
needs further research. A person-job fit approach to person-organization fit, and from the more traditional
creating meaningful work experiences for employees types of person-job fit (demand-abilities, supply-
is examined. Secondly, the study proposes expanding value) that have been the focus of person-job fit
the person-job fit domain to include a new type of fit research. The person-job fit construct was argued to
referred to as self-concept-job fit. The role of self- be multidimensional in nature and to consist of the
concept-job fit as an antecedent of meaningful work self-concept-job fit, demand-abilities fit, and supply-
is examined. The study challenges management value fit constructs. Furthermore, it was argued that
researchers to expand the person-job fit domain the three types of person-job fit and person-
beyond the traditional types of person-job fit organization fit were differentially related to
(demand-abilities, supply-value) that have been the particular job attitudes and work behaviors.
focus of person-job fit research. Therefore, the study Scroggins (2003) found empirical support for the
also contributes to the person-job fit literature. distinctiveness of the self-concept-job fit construct,
Thirdly, empirical support is found for the self- and developed and validated a perceptual self-
concept based theory of work motivation proposed by concept-job fit measure through factor analytic and
Shamir (1991) that will be discussed below. To this construct validation studies.
author’s knowledge, the self-concept based theory
has never been empirically tested. This study The idea of self-concept-job fit is based on a
provides an empirical test of the ideas proposed by hierarchical model of the self-concept (Byrne, 1996;
Shamir. It contributes to the research literature by Shavelson, Hubner & Stanton, 1976). A substantial
providing empirical evidence for the validity of amount of construct validity research (Marsh &
existing theory. Hattie, 1996) seems to indicate support for the
validity of a hierarchical model of the self-concept.
Person-Job Fit and Meaningful Work According to the hierarchical model, the self-concept
consists of a general self-concept with multiple
Conceptualization of Self-Concept-Job Fit dimensions. One dimension is composed of the
beliefs an individual possesses regarding personal
Shamir (1991) proposed a self-concept based theory characteristics and traits. A second dimension may
of work motivation. It highlights the importance of consist of values or different roles the individual
matching the individual’s self-concept with job tasks performs. Another dimension includes the evaluative

2008 Journal of Business Inquiry 69

component or self-esteem, and reflects the manner in individuals feel that they can control and manipulate
which the individual evaluates the self. circumstances in their environment. A stable self-
concept enables individuals to negotiate social reality
Using this model, self-concept-job fit is proposed to and understand how to behave effectively in a given
occur when the performance of job tasks produce social situation. For this reason, individuals prefer
perceptions and feelings within the individual that are information that is consistent with their self-concepts
congruent with the individual’s self perceptions and dislike information that is inconsistent with their
and/or ideal self. The individual perceives the conception of self (Hoyle et al.). Therefore, it follows
knowledge, skills, abilities, and behaviors involved in that information, roles, or behaviors that are
task performance to be consistent with their self- consistent with the individual’s self-concept will be
declarative knowledge. Performing the task confirms experienced as meaningful. When the job tasks
the characteristics, beliefs, values, and roles the provide the individual with feedback or allow the
individual perceives to be characteristic of the self. In individual to engage in roles or behaviors consistent
this way, the individual’s sense of self is confirmed with individual self-concept, work should be
through the performance of job tasks and the experienced as meaningful and motivational. Self-
consequences of task performance (Scroggins & Verification Theory provides support for a self-
Benson, in press). concept based theory of work motivation (Shamir,
1991), a self-concept-job fit and meaningful work
Self-concept-job fit also occurs when task relationship, and the proposition that self-concept-job
performance provides the individual with perceptions fit will be more strongly related to meaningful work
and feelings consistent with self-esteem. Since self- than demand-abilities, supply-value, or person-
esteem is the evaluative component of the self- organization fit.
concept (Campbell, Assanand & Di Paula, 2000;
Campbell, Trapnell, Heine, Katz, Lavallee & Hypothesis 1: Self-Concept-job fit will be positively
Lehman, 1996), fit will be achieved when task correlated with meaningful work.
performance and consequences enable the individual
to view self in a manner consistent with their self- Hypothesis 2: Because self-concept-job fit involves
evaluation. self-verification, self-concept-job fit will be more
strongly related to meaningful work than demand-
Relationship between Self-Concept-Job Fit and abilities, supply-value, and person-organization fit.
Meaningful Work
Relationship between Meaningful Work and
Social psychological literature supports the Intentions to Quit
propositions that self-concept-job fit is positively
correlated with meaningful work, and more strongly The Nature of Meaningful Work
related than person-organization fit and the other
person-job fit types. Social psychological research Based on the conceptualization of the self-concept
suggests that individuals are motivated toward self- discussed above, work may be said to be experienced
consistency. People have a need to maintain a as meaningful when it is consistent with an
consistent self-image, and prefer information that is individual's perceptions of who they are. Individuals
consistent with their existing self-concepts. also experience work as meaningful when it confirms
Individuals will also engage in behaviors that help their perceptions of the ideal self, or what they want
them maintain a sense of consistency (Hoyle, Kernis, to become. Work will also be experienced as
Leary & Baldwin, 1999). meaningful when the performance of job tasks
enhances the individual's self-esteem. Consistency
Self-Verification Theory (Swann, 1983, 1990) between work experiences and the individual’s
provides one perspective on how individuals seek to perception of self may enhance self-esteem, which
maintain self-consistency. According to this theory, will also make the work seem more meaningful. This
individuals are motivated to verify, validate, and definition of meaningful work appears to be
sustain existing conceptions of the self (Hoyle et al., consistent with the idea of job-self-concept
1999). Self-consistency increases the degree to which congruence and meaningful work proposed by

70 Journal of Business Inquiry 2008

Shamir (1991) and the model of self-concept-job fit Hypothesis 4: Meaningful work will be more
discussed above. strongly, negatively correlated with intentions to
leave than either job satisfaction or organizational
The Relationship between Meaningful Work and commitment.
Intentions to Quit
Method
Turnover intention has been defined as the conscious
and deliberate willingness to leave the organization, Subjects
and has been described as the last in a sequence of
withdrawal cognitions that also includes thinking of The sample (N = 208) consisted of subjects employed
quitting and searching for alternative employment in seven different organizations. The organizations
(Tett & Meyer, 1993). Shamir (1991) and Schneider were very diverse and operated in very different
(1987) provide a theoretical basis for the assertion types of industries including health care,
that individuals who do not experience meaningful telemarketing, insurance, accounting, the food and
work will more likely perceive a lack of fit between beverage industry, and the sales and retail industry.
themselves and the organization. Schneider argues Data were collected from subjects at various levels
that individuals will leave organizations in which within each organizational structure, from entry level
they feel they do not fit. It has been argued above that positions to senior management positions. The
individuals will perceive fit with a job or sample consisted of 117 women (56.3%) and 91 men
organization that provides them with self-confirming (43.7%). The mean age of subjects was 34.89 years
information and experiences they consider (SD = 12.53). Subjects had been employed in their
meaningful. If the individual does not experience job respective job an average of 3.15 years (SD = 5.30).
fit, they will not find work meaningful, and will Length of employment with an organization ranged
attempt to select themselves out of the organization. from 1 month to 31 years (M = 3.74 years; SD =
5.75).
Hypothesis 3: Meaningful work will be negatively
correlated with employee intentions to leave. Measures

Many models of employee turnover stress the A self-report questionnaire was administered that
importance of the role of job satisfaction and assessed the perceptual fit and attitudinal variables in
organizational commitment in the turnover process the study. The questionnaire contained perceptual
(Allen, Shore & Griffeth, 2003; Hom & Griffeth, measures of the four fit types developed and
1995). In order to argue that meaningful work is an validated by Scroggins (2003). It also contained a
important attitude for employee retention, it will be measure of experienced meaningful work, affective
helpful to show that this attitude is as strongly related organizational commitment, job satisfaction, and
to withdrawal as the variables of job satisfaction and intentions to quit the organization.
organizational commitment that are included in many
turnover models. It is argued that Self-Verification Perceptions of self-concept-job fit Employees'
Theory (Swann 1983, 1990) and the Attraction- perceptions of self-concept-job fit were measured by
Selection-Attrition Model (Schneider, 1987) provide a five-item measure developed by Scroggins (2003).
support for the hypothesis that meaningful work is Scroggins provides a detailed account of the
more strongly correlated with intentions to quit than development and construct validation of each of the
job satisfaction and organizational commitment. The perceptual fit scales used in this study. Evidence of
rationale is that meaningful experiences provide the the construct validity of the self-concept job fit scale
employee with self-verifying information and make was established through confirmatory factor analytic
the job and organization attractive to the individual. and nomological validation procedures. Scroggins
The other job attitudes do not necessarily involve reports a coefficient alpha of .74 for the scale.
self-verification and will have lesser impact on
attraction, making it more likely that the employee Perceptions of demand-abilities fit Employees'
will form an intention to leave. perceptions of demand-abilities fit were measured
with a six-item measure. Construct validity evidence

2008 Journal of Business Inquiry 71

for the scale was established through confirmatory Results
factor analytic and nomological validation methods.
Coefficient alpha of the scale was reported to be .70. Table 1 contains the correlations among the
variables. Coefficient alphas for each measure for
Perceptions of supply-value fit Employees' this sample are in parentheses along the diagonal.
perceptions of supply-value fit were measured with a Standard regression and hierarchical multiple
seven-item measure. Confirmatory factor analysis regression analyses were conducted to test the
and nomological validation procedures provided proposed hypotheses. Hypotheses 1 and 2 involved
evidence for the construct validity of this scale. the relationships between the fit variables and
Scroggins (2003) reports a coefficient alpha of .84 for meaningful work. Results of a hierarchical multiple
the scale. regression analysis (Table 2) of meaningful work on
the fit variables and zero-order correlations (Table 1)
Perceptions of person-organization fit Employees' indicated support for these hypotheses. Hypothesis 1
perceptions of person-organization fit were measured stated that self-concept job fit will be positively
with a 10-item measure. Construct validity evidence correlated with meaningful work. Both the zero-order
was established using confirmatory factor analysis correlation (r = .62) and step 4 of the hierarchical
and nomological validity procedures. Scroggins regression analysis indicate a strong significant
(2003) reports a coefficient alpha of .85 for the scale. positive relationship, even when the effects of the
other fit types have been accounted for. The sr2
Meaningful work Meaningful work was measured by indicates the amount of unique variance in the
the 10-item Engagement in Meaningful Work Scale criterion variable that is associated with a particular
(EMWS, Treadgold, 1999). Treadgold reports good predictor variable. Self-concept-job fit was a
psychometric properties for the scale. Coefficient significant predictor of meaningful work and
alpha is reported at .87 and the scale has been found contributed approximately 14% in unique variance to
to correlate well with measures of stress, depression the prediction of meaningful work (see Table 2).
and clarity of self-concept. Hypothesis 1 was supported.

Organizational commitment Affective organizational Hypothesis 2 stated that self-concept-job fit would be
commitment was measured by the Affective more highly related to meaningful work than the
Organizational Commitment Scale (Allen & Meyer, other fit types. An examination of the regression
1990). Good psychometric properties for the scale weights and correlation coefficients indicated that
have been reported. Allen and Meyer (1990, 1996) self-concept-job fit was more strongly related to
report a coefficient alpha of .87 and median meaningful work than demand-abilities, supply-
reliability of .85 for the scale. Jaros (1995) reports a value, and person-organization fit. The hierarchical
coefficient alpha of over .70 and found the scale to regression analysis reported in Table 2 was
correlate with turnover intentions at -.37. conducted, not only to test this hypothesis, but also to
examine whether self-concept-job fit would add
Job satisfaction Job satisfaction was measured by the significant incremental validity to the prediction of
Job Satisfaction Survey (JSS; Spector, 1985). Spector meaningful work beyond the other fit types. The
(1997) reports a coefficient alpha of .91 for the total significance of the effect of self-concept job fit on
scale. The scale has also been found to correlate with meaningful work after accounting for the effects of
the Job Descriptive Index (JDI; Smith et al., 1969). the other fit types would make a stronger case for the
importance of self-concept job fit for meaningful
Intentions to quit Intention to quit was measured work. Demand-abilities fit was entered on the first
using three items that assessed employees' tendencies step. Person-organization fit was entered on the
to continue as an organizational member (Allen & second step and supply-value fit on the third step.
Meyer, 1990; Jaros, 1995). Good internal reliability Self-concept-job fit was entered on the fourth step
coefficients for the scale have been reported. Allen after the effects of the other fit variables had been
and Meyer report a coefficient alpha of .83 and Jaros accounted for. The Multiple R was .69 and the
reports a coefficient alpha above .70. Multiple R2 was .47, indicating that the fit variables
accounted for 47% of the variance in meaningful

72 Journal of Business Inquiry 2008

 work. The amount of variance accounted for was These correlations were not significantly different,
significantly different from zero, F(4, 199) = 45.39, p t(261) = 1.27, p > .05. The difference in the
< .001. As expected, self-concept-job fit added a correlations between self-concept-job fit and
significant amount of incremental validity to the meaningful work and person-organization fit and
prediction of meaningful work (sr2 = .14) after the meaningful work was larger (r = .62 and .41,
effects of demand-abilities, supply-value, and person- respectively). The difference between these
organization fit had been accounted for. The correlations was statistically significantly different,
hierarchical regression analysis provided support for t(261) = 3.71, p < .01. The difference in the
hypothesis 2 and for the importance of self-concept- correlations between self-concept-job fit and
job fit for meaningful work. The analysis also meaningful work and demand-abilities fit and
provided support for the importance of multiple fit meaningful work was large and also statistically
perceptions for meaningful work, as the fit variables significant (r = .62 and .11, respectively). Self-
did have significant additive effects. concept-job fit was a significantly better predictor of
meaningful work than person-organization fit and
However, an examination of the zero-order demand-abilities fit, but not significantly better than
correlations indicated that not all the correlations supply-value fit. These results suggest that self-
between the fit types and meaningful work were concept job and supply-value fit, when taken
significantly different from one another. The formula together, each provide enough unique variance to the
and procedure outlined by Cohen and Cohen (1983) prediction of meaningful work for both to be
was used to determine whether self-concept-job fit significant, and their effects to be additive (see Table
was a significantly better predictor of meaningful 2). However, taken individually, it cannot be said that
work than the other fit types based on the zero-order self-concept job fit will result in higher levels of
correlations. There was not a big difference in the meaningful work than supply-value fit. Therefore,
correlations between self-concept-job fit and hypothesis 2 was only partially supported.
meaningful work and supply-value fit and
meaningful work (r = .62 and .56, respectively).

Table 1: Correlations among Fit Measures and Attitudinal Variables

1 2 3 4 5 6 7 8

1 Demand-abilities fit (.68)a

2 Supply-value fit .08 (.79)

3 Person-organization fit .14* .59** (.84)

4 Self-concept-job fit .19** .52** .36** (.70)

5 Meaningful work .11 .56** .41** .62** (.79)

6 Affective organizational .10 .56** .53** .56** .67** (.87)

commitment

7 Job satisfaction .10 .72** .58** .51** .59** .59** (.87)

8 Intention to quit .02 -.53** -.35** -.56** -.59** -.60** -.52** (.88)

*p < .05. **p < .01.

a
Numbers in parentheses along the diagonal are coefficient alphas.

2008 Journal of Business Inquiry 73

Table 2

Hierarchical Regression for Fit Variables Predicting Meaningful Work

Fit variables B SE B β sr2

Step 1
Demand-abilities fit .13 .08 .11 .01

Multiple R = .11
R2 = .01
2
R change = .01

Step 2
Demand-abilities fit .06 .07 .05 .002
Person-organization fit .45 .07 .41* .16

Multiple R = .42*
R2 = .18
2
R change = .17*

Step 3
Demand-abilities fit .06 .07 .05 .002
Person-organization fit .14 .07 .13 .01
Supply-value fit .48 .07 .48* .15

Multiple R = .57*
R2 = .33
2
R change = .15*

Step 4
Demand-abilities fit -.01 .06 -.008 .0006
Person-organization fit .11 .07 .10 .007
Supply-value fit .26 .07 .26* .03
Self-concept-job fit .45 .06 .44* .14

Multiple R = .69*
R2 = .47
2
R change = .14*

*p < .001. SE B is the standard error of the regression coefficient. sr2 is the percentage of variance in
the criterion variable uniquely associated with the predictor variable.

74 Journal of Business Inquiry 2008

Hypothesis 3 stated that meaningful work would be contains the results of the two-step hierarchical
negatively related to intentions to leave. This regression analysis. Job satisfaction and affective
hypothesis was important because it involves the organizational commitment were entered on the first
direct effects of meaningful work on a variable that step, and meaningful work was entered on the second
has been strongly associated with turnover behavior. step. The three predictors combined accounted for
Standard regression analysis was performed to test approximately 43% of the variance in intentions to
the hypothesis. Table 3 contains the un-standardized leave (R = .65). Multiple R was significantly different
regression coefficient (B), standard error (SE), and from zero, F(3, 195) = 48.92, p < .001. Meaningful
standardized regression coefficient () for work contributed approximately 4% in unique
meaningful work. Results indicated that meaningful variance to the prediction of intentions to quit after
work had significant direct effects on intentions to job satisfaction and affective organizational
leave. The Multiple R was .59 and Multiple R2 was commitment had been accounted for. Although this
.35, indicating that meaningful work accounted for increase in the incremental validity was small, it was
35% of the variance in intentions to leave. Multiple R statistically significant. Furthermore, meaningful
was significantly different from zero, F(1, 203) = work was more strongly related to intentions to leave
111.61, p < .001. Hypothesis 3 was supported by the than was job satisfaction ( = -.28 and -.18,
analysis. respectively). However, meaningful work was
similarly related to intentions to leave, as was
Hierarchical multiple regression was also performed affective organizational commitment ( = -.28 and -
to examine whether meaningful work added to the .29, respectively). These results indicate that while
prediction of intentions to leave after accounting for meaningful work may be equally or more effective at
important job attitudes such as job satisfaction and reducing turnover intentions than these more
affective organizational commitment. Evidence that traditional job attitudes, it may not add much to the
meaningful work adds significantly to the prediction reduction of turnover intent for those workers who
of intentions to leave beyond that of these other job already experience positive levels of job satisfaction
attitudes is essential for the argument of the and organizational commitment. Hypothesis 4 was
importance of meaningful work for retention. Table 4 partially supported.

Table 3

Regressions for Meaningful Work Predicting Criterion Variables

Variables B SE B β sr2

Meaningful work predicting -.70 .06 -.59* .35

Intentions to leave

Multiple R = .59
R2 = .35

*p < .001. SE B is the standard error of the regression coefficient. sr2 is the percentage of variance in
the criterion variable uniquely associated with the predictor variable.

2008 Journal of Business Inquiry 75

 Table 4

Hierarchical Regression for Variables Predicting Intentions to Leave

Variables B SE B β sr2

Step 1
Affective organizational -.46 .07 -.43** .11
commitment
Job satisfaction -.33 .08 -.26** .04

Multiple R = .62**
R2 = .39
2
R change = .39**

Step 2
Affective organizational -.31 .08 -.29** .04
commitment
Job satisfaction -.23 .09 -.18* .01
Meaningful work -.33 .09 -.28** .03

Multiple R = .65**
R2 = .42
2
R change = .03**

*p < .05. **p < .001. SE B is the standard error of the regression coefficient. sr2 is the percentage of
variance in the criterion variable uniquely associated with the predictor variable.

important for human resource professionals to create

Discussion meaningful work for employees if they are to help the
organization reduce attrition rates. The concept of
The roles of self-concept-job fit and meaningful work self-concept-job fit and perceptual fit in general is
for decreasing intentions to leave were examined. one method in which human resource professionals
Results of bivariate and hierarchical regression may facilitate the development of meaningful work in
analyses supported the hypotheses and the argument employees. This is the implication of the self-
for the importance of self-concept-job fit and concept-based theory of work motivation (Shamir,
meaningful work for organizational retention 1991). Organizations can attempt to increase levels of
management initiatives. The results have several meaningful work among employees by seeking to
implications for models of employee retention and match job tasks with individual self-concepts.
the management of turnover in work organizations. Organizations often attempt to retain employees by
The study suggests that current models of turnover offering extrinsic incentives (Allen & Meyer, 1996).
may be underspecified and that new, additional They hope employees will see the drawbacks of
correlates of job attitudes and turnover variables need leaving as outweighing the benefits of staying. This
to be included in turnover and retention models. It study focuses attention on intrinsic factors such as
has been argued that employees stay with an perceived fit and meaningful work that motivate
organization due to self-concept-job fit and individuals to stay. Individuals stay with the
experienced meaningful work. Since meaningful organization because they feel they fit and experience
work is highly related to the decreased likelihood of meaning through the performance of job tasks. The
forming intentions to exit the organization, it is inclusion of perceptual fit and meaningful work in

76 Journal of Business Inquiry 2008

models of turnover may increase the validity of motivation proposed by Shamir (1991). To the
turnover theories and provide a more complete knowledge of the author, this theory has never been
assessment of the turnover process. empirically tested. This research is the first to provide
an empirical investigation into the validity of the
The lack of attention given to meaningful work in the theory. The results of this study not only provide
turnover literature is unfortunate. Researchers that support for the existence of a self-concept-job fit
have included meaningful work in their models and construct, but also provide support for the proposed
theories (Hackman & Oldham, 1976; Spreitzer, 1995) relationships between a self-concept-job match,
have not made this construct the focus of their experienced meaningfulness, and attitudinal and
research. The results of this study indicate that behavioral outcomes. Therefore, this study
meaningful work is a significant predictor of worker contributes to the literature by examining and
intentions to leave. They also indicate that a self- supporting existing organizational behavior theory.
concept job fit approach to the development of
meaningful work experiences for employees may One limitation of this study is the possibility of
provide organizations an alternative and less common method variance that can occur when
expensive approach to the management of employee variables are measured with the same method. This is
turnover. Due to the outcomes associated with especially relevant when self-report measures are
experienced meaningful work, more attention must used, as was the case in this study. All the variables
be given to this construct in organizational research. included in the study were measured using a self-
More research must be conducted to further report questionnaire. This can result in biased or
understand the role of meaningful work in employee inflated correlations between the variables due to the
perceptions, attitudes, and behaviors. fact that they were measured using a common
method. The internal validity of the study would have
Results also support the argument for the need to been stronger if the variables had been measured
expand the current conceptualization of the person- using multiple methods. However, the variables were
job fit construct. Empirical evidence was provided measured using the common method in part due to
for the importance and value of the self-concept-job the constraints of research and data collection. Future
fit construct. Perceptions of self-concept-job fit were research should include multiple measurement
strong predictors of meaningful work. Perceptions of methods that might result in more accurate estimates
self-concept-job fit accounted for more variance in of the true correlations between the variables.
meaningful work than did perceptions of demands-
abilities, supply-value, and person-organization fit. * Wesley A. Scroggins is an Assistant Professor of
This finding stresses the importance of self-concept- Management at Missouri State University. He
job fit for certain job attitudes and behaviors. received his Ph.D. in management from New Mexico
Perceptual self-concept-job fit needs to be recognized State University. He has published in the Journal of
as a legitimate type of perceptual fit that has Applied Social Psychology, Public Personnel
implications for the way in which individuals think Management, and Employee Responsibilities and
and feel about their work and organization. Rights Journal.
Management needs to consider the degree that job
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2008 Journal of Business Inquiry 77

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