Abstract:
(PJF), person–organization fit (POF) and perceived supervisor support (PSS) as individualistic factors affect job
satisfaction and employee loyalty in the Indian context.
Design/methodology/approach – A survey of the Indian managerial executives was conducted with a
structured questionnaire to validate the proposed model. Responses of a sample of 220 have been tested using
PLS–SEM modelling approach.
Findings – The factors PJF, POF and PSS are inferred to have significant impact on job satisfaction and also
improve employee loyalty. In comparison to PJF and PSS, POF has emerged as the most influential determinant
of the proposed model.
Practical implications – HR managers can adopt relevant practices and promote organizational policies in
order to have loyal employees. This would also help organizations in increasing overall productivity at both
individual and organizational levels. Recruiters could be provided with necessary tools and measures to find
better and accurate means of mapping POF and PJF.
Originality/value – Establishing PJF, POF fit and PSS as individual-specific constructs, and job satisfaction
as a mediator, leading to employee loyalty, is a significant contribution to research. This study finds uniqueness
in the Indian context, in which these constructs have mostly been explored in isolation or as dyadic relations.
Review of existing studies indicates an overlap of factors thatinfluence bothjob satisfaction and employee loyalty.