From Static Congruence to Dynamic Alignment: Person–Organization Fit Practices and Their Contribution to Sustainable HRM in Poland

Abstract

Value alignment between employees and organizations is a salient concern in sustainable human resource management (sHRM). Previous research has mainly treated person–organization (P–O) fit as a static condition assessed at entry, while little is known about its processual nature across the employee lifecycle or about how assessments relate to organizational responses to misfit. Addressing this gap, the present study examines how organizations operationalize value alignment across stages, methods, and remedial responses using original multidimensional indices. A cross-sectional survey of 104 HR managers in Poland was conducted, introducing the Fit Stage Score (assessment points across the lifecycle), the Fit Method Score (breadth of diagnostic tools), and the Misfit Response Score (remedial actions applied when misfit occurs). Results show that foreign-owned firms rely on more diverse diagnostic methods, sectoral variation appears only in the number of assessment stages, and neither executive gender nor ownership form has systematic effects. The strongest finding is the robust association between broader assessments and broader remedial measures, confirming the existence of an integrated “assessment–response bundle.” The study advances theory by providing empirical evidence for a dynamic, multidimensional view of P–O fit. Practically, it highlights that organizations can strengthen alignment by expanding assessment methods and coupling them with concrete remedial strategies such as training, mentoring, or internal mobility.