from the employee life cycle, recruitment and selection are the first stages that are taken into account when considering person–environment fit. the complementary model would posit that selection processes may work in part to select individuals whose values are compatible with the values of the organization, and screening out those whose values are incompatible (chatman, 1991). additionally, in accordance with supplementary fit models, an applicant will seek out and apply to organizations that they feel represent the values that he or she may have. this theory is exemplified through a study by bretz and judge (1994), which found that individuals who scored high on team orientation measures were likely to pick an organization that had good work–family policies in place. along this same vein, when job searching, applicants will look for job characteristics such as the amount of participation they will have, autonomy, and the overall design of the job. these characteristics are shown to be significantly and positively related to person–organization and person–job fit (boone & hartog, 2011), which is positively associated the measurement of job satisfaction one year after entry (chatman, 2011).