Examining the relationships among person–organisation fit, organisational culture, and change cynicism

The healthcare sector is shaped by numerous external factors—such as technological advances, regulatory compliance issues, and complex organisational structures—as well as internal dynamics. These factors can lead to organisational change and uncertainty within institutions. Employees may develop cynical behaviour in response to these changes and uncertainties. In cynical behaviour, employees' fit with the organisation and its cultural values is critical. This study examines the relationships among organisational culture, person–organisation fit, and change cynicism. Data collected from 345 healthcare workers were subjected to correlation and regression analysis. The analysis confirmed that person–organisation fit mediates the relationship between organisational culture and change cynicism. Additionally, relationships were identified between organisational culture and change cynicism, as well as between organisational culture and person–organisation fit. At the same time, the findings revealed a balanced cultural profile characterised by both adhocracy and market culture attributes. These findings contribute to the literature by demonstrating that person–organisation fit serves as a critical explanatory mechanism in the relationship between organisational culture and change cynicism.