person–organization fit (p–o fit) is the most widely studied area of person–environment fit, and is defined by kristof (1996) as, "the compatibility between people and organizations that occurs when (a) at least one entity provides what the other needs, (b) they share similar fundamental characteristics, or (c) both" (kristof, 1996). high value congruence is a large facet of person–organization fit, which implies a strong culture and shared values among coworkers. this can translate to increased levels of trust and a shared sense of corporate community (boon & hartog, 2011). this high value congruence would in turn reap benefits for the organization itself, including reduced turnover, increased citizenship behaviors, and organizational commitment (andrews et al., 2010; gregory et al., 2010). the attraction–selection–attrition theory states that individuals are attracted to and seek to work for organizations where they perceive high levels of person–organization fit (gregory et al., 2010). a strong person–organization fit can also lead to reduced turnover and increased organizational citizenship behaviors (andrews, baker, & hunt, 2010)