Hiring managers frequently evaluate potential employees to ensure their attitude and values are in line with the organization’s culture – a concept known as “culture fit.” However, recent studies indicate that this emphasis on aligning personal values may lead to racial, gender, and class stereotypes. Moreover, the research reveals that there are other crucial factors that determine an employee’s suitability for a job beyond just their values.

A recent paper from Berkeley Haas highlights how there is often another aspect of cultural fit that can underpin success at work. The authors argue that cultural fit can be something that can be learned in time.

“You could take a gamble on someone who’s good at perceiving what’s going on and is willing to emulate it,” the researchers explain. “That opens up all kinds of options for changing past hiring practices.”

A multifaceted construct

The researchers argue that “culture fit” is a multifaceted construct consisting of two distinct components, each associated with different job outcomes. The primary component is “value congruence,” which refers to the match between an employee’s values and those of the organization. This aspect of culture fit has a significant impact on long-term decisions such as whether to stay or leave a job.

The second component, termed “perceptual congruence,” is an individual’s ability to accurately perceive an organization’s culture and adapt their behavior accordingly. This aspect of culture fit has more bearing on day-to-day activities, such as whether an employee uses similar vocabulary as their colleagues. Both types of culture fit have been shown to impact career outcomes, but perceptual congruence is particularly relevant to work performance, as indicated by monthly bonuses.

The study’s results could complicate the way managers utilize the concept of culture fit in their hiring practices and decision-making processes.

Perceptual fit

The researchers admit that they were surprised by the strong impact of perceptual fit, especially on employee success at work. In their mind, this finding opens a set of pressing questions.

The research highlights the complex relationship between perceptual fit and value congruence in the workplace. The authors argue that it is possible for a person to have high perceptual fit and low values fit and still perform well in their job. However, this approach may come at a cost. They warn that “faking it” at work is an inauthentic way of existing and could lead to emotional strain in the long term.

The study also revealed a gender disparity in value congruence within the male-dominated company that provided the data. Women had significantly lower levels of value congruence than their male counterparts. This raises questions about the potential long-term implications of “faking it” at work and whether it is sustainable over time.