The person–environment fit theory was adopted to investigate these relationships The person–environment fit refers to a perceived compatibility between employees’ characteristics and those of the work environment, or between employees’ occupational needs and organizational capability to reinforce those needs (Dawis & Lofquist 1984, Walsh & Holland 1992). The theory contends that when employees perceive a fit between the person and environment, they tend to manifest favourable occupational behaviours, such as increased job performance and job satisfaction, and low intention to leave their job (Dawis & Lofquist 1984, Walsh & Holland 1992). When they perceive a misfit (i.e. incompatibility between their characteristics and those of the environment/job), employees experience frustration and dissatisfaction with their job. To reduce the burden, employees attempt to maintain the person–environment fit by adjusting their characteristics to the environment or by attempting to modify their environment. The ultimate solution to avoiding this burden is to leave an organization or an occupation and to look for a more compatible environment or job (French & Kahn 1962, Dawis & Lofquist 1984).