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Organizational Culture Profile

Organizational Culture Profile

K. Marmenout
Copyright: © 2007 |Pages: 4
ISBN13: 9781591407928|ISBN10: 1591407923|EISBN13: 9781591407935
DOI: 10.4018/978-1-59140-792-8.ch040
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MLA

Marmenout, K. "Organizational Culture Profile." Handbook of Research on Electronic Surveys and Measurements, edited by Rodney A. Reynolds, et al., IGI Global, 2007, pp. 313-316. https://doi.org/10.4018/978-1-59140-792-8.ch040

APA

Marmenout, K. (2007). Organizational Culture Profile. In R. Reynolds, R. Woods, & J. Baker (Eds.), Handbook of Research on Electronic Surveys and Measurements (pp. 313-316). IGI Global. https://doi.org/10.4018/978-1-59140-792-8.ch040

Chicago

Marmenout, K. "Organizational Culture Profile." In Handbook of Research on Electronic Surveys and Measurements, edited by Rodney A. Reynolds, Robert Woods, and Jason D. Baker, 313-316. Hershey, PA: IGI Global, 2007. https://doi.org/10.4018/978-1-59140-792-8.ch040

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Abstract

The Organizational Culture Profile (OCP) is an instrument initially developed by O’Reilly, Chatman and Caldwell (1991) to assess person-organization fit. The tool can be useful as well in assessing organizations in need of culture change, distinguishing subcultures and evaluating potential fit in mergers and acquisitions. Person-organization fit is a useful predictor of job satisfaction and organizational commitment, which in turn affect performance. The OCP is considered an important instrument to measure the fit between individual’s preferences and organizational cultures. Traditional measures of person-situation fit used a limited set of descriptions and situations, thus failing to take into account idiosyncratic differences between individuals and situations, depending on salience and relevance. An additional advantage of the profile is that it allows the assessment of individuals and situation using a common language.

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