Person-Organization Fit (POF)

2.8 Person-Organization Fit (POF) Although many scholars admitted that NPM has brought a drastic change in propagating business practices in public sector organizations, however little research has been done in the assessment of employees values. Apparently, there is no synchronization between such values and organizational-level values. These new public management reforms endorse certain values such as: improved responsiveness, transparency, resourcefulness and targeted towards high performance and achievements (Hartley, 2005; Vigoda 2000). These values can be observed at individual and at organizational level; but must be studied as an integration between the two. The person-organization correspondence is vital in order to bridge varied

NPM policies calls for a significant change in the practices of traditional public administration leads to a alteration in the perceptions of public personnel towards their organizational setting. Based on the principles of NPM, public servants are required to perform their tasks, duties and responsibilities differently and putting a harder effort in meeting the ends for their customers. In the opinion of many, NPM reforms aims to bring about the normative change in the culture of public sector organizations, it is proposed that similar change must be inculcated in the views, values and perceptions of the individuals. Therefore, the change in the culture at macro-organizational and micro-organizational level must be integrated to perform the harmonious functions of the modern bureaucracy. NPM reforms calls for an intra-organizational value change in the public sector. Public personnel, senior public officials and public managers are supposed to perform more strongly with the standards and norms that are acceptable in private sector organizations See (Vigoda-Gadot & Meiri, 2008). The content of public management reforms draws attention towards a variety of values that require to be improvise during the process of change. For instance, NPM put forward the idea of greater flexibility in organizational structures, a better flow of information, bridge the gap between the bureaucratic structure and general public, higher standards of service quality, the development of specific performance measurements strategies, a culture of measuring up of systems and processes and increased accountability (Moon & deLeon, 2001), most importantly responsiveness to citizens is a noteworthy aspect in NPM (Vigoda, 2000) transparency (Ezzamel et al., 2004; Piotrowski & Rosenbloom, 2002), innovativeness and reinvention (Osborne & Gaebler, 1993; Moon, 1999) and a shift towards goal orientation