The Relationship Between Person-Organizational Values Fit and Employee Performance in China's Sci-Tech Enterprises: The Mediating Role of Psychological Capital

Abstract

China's science and technology sector operates under rapid technological advancement, intense innovation-driven competition, and increasingly demanding working conditions, all of which impact employee performance. This study examines the relationship between person-organization (P-O) values fit and employee performance, with a focus on the mediating role of psychological capital. Grounded in Social Exchange Theory, Conservation of Resources Theory, and the Broaden-and-Build Theory of Positive Emotions, a quantitative research design was employed. Data were collected from 350 employees of science and technology companies in Shenzhen, China, using stratified random sampling, with 315 valid responses analyzed via SPSS 26.0. The findings reveal that P-O values fit has significant positive effects on employee performance (β = 0.794, p < 0.01) and psychological capital (β = 0.730, p < 0.01). Psychological capital also exerts a significant positive influence on employee performance (β = 0.723, p < 0.01). Furthermore, psychological capital partially mediates the relationship, accounting for 50.57% of the total effect. Theoretically, this study integrates P-O fit theory with psychological capital research by demonstrating that value congruence facilitates the development of psychological resources that enhance employee performance. Practically, the findings suggest that organizations should strengthen value-based human resource practices, cultivate supportive work environments, and implement psychological capital development programs to foster innovation and sustain organizational competitiveness. Though the study has these merits, the research only covers firms in Shenzhen and adopts cross-sectional design. These two factors limit causal reasoning and generalisation. This also points out directions for follow-up studies.