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The   importance   of   human   is   becoming   more   apparent   in   today’s   competitive  environment.   Considering   the   effects   of   technology   on   work   and   organizations,  significant  factor  for  human-­‐oriented  issues  is  to  have  employees  congruent  with  group.  Focusing  on  fit  as  a  tool  for  keeping  this  desired  employee  profile  has  become  research  topic  for  a  while  in  human  resource  management.  In  the  light  of  developing  technology,  increasing   of   technology-­‐based   organizations   cause   project-­‐based   work   and   working  groups  that  are  commonly  occurred  in  these  organizations  increase  in  number.  Besides  person-­‐organization   fit,   the   result   of   employee’s   fit/misfit   with   the   group   gain  importance   for   organizations.     One   of   the   effects   caused   by   fit/misfit   is   employees’  perception  about  their  supervisors.  The  effects  of    value  congruence    of  personal  values  with  organizational  values  and  group  values,  demographic  similarity  with  group  members    and   employee   perception   about   job   execution, attitude   similarity   with   group  members/supervisor   on   supervisor   satisfaction   are   investigated   in   this   research.   293  employees  are  selected  at  technology  based  organizations.  Congruence  is  considered  as  similarity   between   components   and   measured   via   absolute   difference.   According   to  findings,   person-­‐organization   value   congruence,   person-­‐group   value   congruence,  perceptual   similarity   with   group   in   terms   of   age,   and   perceptual   job   attitude   similarity  with   supervisor   influence   supervisor   satisfaction,   positively.   Contrary   to   expectations,  being   different   with   group   members   in   terms   of   job   tenure   explains   the   variance   in  supervisor   satisfaction,   positively.   The   findings   highlight   complementary   fit   concerning  job  tenure  for  the  group  apart  from  supplemantary  fit.           Year: 2014 Volume:1 Issue: 3 1.  INTRODUCTION  Intellectual   capital   gain   importance   in   today’s   environment.   Awareness   of   demographic,  dispositional   and   socio-­‐cultural   differentiations   that   employees   face   is   a   critical  phenomenon   for   managers   so   as   to   utilize   differentiations   and   minimize   their   adverse  effects   (George   and   Chattopadhyay,   2002;   Erdoğan   et.   al,   2004).   Depending   on  technological   development,   the   nature   of     jobs   in   technology-­‐based   organizations  highlights  group  working.  Therefore,  the  antecedents  of  fit  between  group  and  intellectual  capital  that  is  a  critical  input  for  groups  are  paid  attention,  beside  to  fit  with  organization.  The  project-­‐type  works    commonly  executed  in  technology  based  organizations  highlight  the   role   of   project   leader   in   the   structure   that   leader   organize.     The   employees’  perception  about  leader  can  depend  on  values  congruence  with  organization  and  group,  demographic   similarity   fit   with   working   group   members,   and   similarity   of   job   execution  attitude  with  group  members/leader.  Person-­‐environment   fit   is   defined   as   congruence   and   correspondence   degree     between  individual  and  environmental  variables  (Muchinsky  and  Monahan,  1987;  Sekiguchi,  2004).  Depending  on  concepts  defined  for  environmental  factors,  several  fit  categorizations  are  developed   (Kristof,   1996;Yang   et   al.,   2008),   and   then   person-­‐environment   fit   is  investigated  in  the  light  of  environment  dimension    considered.  Fit  is  examined  with  the  concept   of   supplementary   fit/complementary   fit   in   the     literature.   Supplementary   fit  involves   employees   sharing   similar   attributes   among   their     group   members,   whereas  complementary  fit  is  concerned  with  providing  the  skills  and    abilities  that  are  not  widely  shared  by  other  group  members  (Muchinsky  and  Monahan,    1987;  Werbel  and  DeMarie,  2005)    Supplementary   fit   occurs   when   individual   has   the   same   features   as   other   employees   in    work   environment   (Muchinsky   and   Monahan,   1987,   Werbel   and   DeMarie,   2005).  Complementary   fit   occurs   when   individual’s   features   constitute   the   environment   or    complement  a  component  that  is  missing  in  work  environment  (Muchinsky  and  Monahan,  1987  Werbel  and  DeMarie,  2005).    Therefore,  complementary  fit  depends  on  determining  human  resource  inadequacy  in  a  working  group  and  diagnosing  necessary  human  resource  features  to  develop  (Edwards  &  Cooper,  1990;  Werbel  &  Johnson,  2001).  2.  LITERATURE  SURVEY  2.1.  Values  Congruence  Formally,   values   can   be   defined   as   serious   and   deeply   held   normative   principles   which  guide  a    person’s  beliefs,  attitude  and  behavior  (Lawson,  1989).   Rokeach  (1973)  defined    the  value  concept  as  “an  enduring  belief  that  a  specific  mode  of  conduct  or  end-­‐state  of  existence  is  personally  or  socially  preferable  to  an  opposite  or  converse  mode  of  conduct  or   end-­‐state   of   existence”.   Values   are   beliefs,   have   motivational   constructs,   transcend  specific   actions   and   situations,   guide   selection   or   evaluation   of   actions,   policies;   people  and   events   and   are   ordered     in   their   importance   (Swhwartz   1994,   2005a,   2006;   Allport  1961;   Feather,   1995;   Inglehart,   1997;   Kohn,   1969;     Kluckhohn,   1951;   Morris,   1956   and  Rokeach,   1973).   Types   of   values   include   ethical/moral   values,   doctrinal/ideological  (religious,  political)  values,  social  values,  and  aesthetic  values.  Values  can  be  looked  upon  as  being  hierarchical  in  nature,  leading  to  the  idea  of  a  value  system.  A  set  of  rank  ordered  values  is  called  a  value  system.  Values  are  heavily  intertwined  and  therefore  looking  at  a  person's  values  separately  and  independently  of  one  another  cannot  meaningfully  explain  attitudes   and   behaviors.   Value   systems   tend   to   form   early   in   life   and   are   very   stable.  Major   longitudinal   studies   of   values   have   in   general   showed   their   remarkable   stability  (Rokeach   and   Ball-­‐Rokeach,   1989;   Krishan,   2008);   however,   people’s   motivation   and  consciousness   are   contingent   and   hence   people   re-­‐order   their   values   and   this   makes   it  dynamic  and  this  enables  an    individual  to  align  his/her  values  to  the  organizational  values.  Change   in   value   system   requires   rearrangement   of   the   relative   importance   given   to  various   values   (Krishnan,   2008).The   stable   yet   dynamic   nature   of   values   makes   them  foundation   of   behavior   and   identity   (Dose,   1999;   Meglino   &   Ravlin,   1998).   They   have  substantial   influence   on   behavioral   responses   (Locke,   1976;   Rockeach,   1973;   Postman,  Bruner   &   McGinnies,   1948;   Williams,   1979;   Epstein,   1979)   and   dictate   socially   desirable  conduct   (Kabanoff,   Waldersee,   &   Cohen,   1995,   p.   1076)   by   creating   compulsion   to  conform  to  the  social  values  (Kluckhohn,  1951;  Krishan,  2008)   Value   in   organizational   level   is   determined   by   most   of   organization   employees   who   are  aware  of  organizational  support  for  creating  value  (Chatman,  1989).    Organizational  value  is  defined  as  criterion  for  employees’  evaluation  about  events,  activities,  and  individuals  desirably   or   undesirably.   Organizational   values   form   subjective   and   internal   side   of  culture.   It   indicates   solving   way   seen   as   acceptable   and   convenient   for   organizational  issues.   Organizational   values   reflect   general   aims   and   standards   for     an   organization.    Organization  makes  employees’  individual  values  fit  with  organizational  values  and  enable  individual  to  complement  or  supplement  with  organization.  It  affects  individual  behaviour  in  this  way.  Organization  causes  employees  to  want  to  imitate  the  behaviours  which  serve  reaching   aims.   Organization   rewards   the   employees   behaving   parallel   to   organizational  aims,   whereas   it   punishes   the   behaviours   contrary   to   organizational   aims   and   values.  Therefore,   the   possibility   of   fulfilling   individual   values   increase   when   employees   adopt  organizational  values  and  behave  in  accordance  with  these  values  (Eren,  2000).  According  to  supplementary  fit  aspect,  value  congruence  is  fit  between  individual  values  and   values   in   prevailing   in   organization.   Congruence   between   personal   values   and  organizational  values  is  also  called  as  person-­‐culture  fit  (Kristof,  1996).  Organizational  working  groups  (i.e.  geographical  sub-­‐units)  have  unique  norms  and  values  different  from  organizations  in  which  there  are  (Schein,  1992;  Werbel  and  Johnson,  2001).  Therefore,  fit  between  person  and  sub-­‐units  will  be  different  from  person-­‐organization  fit  (Kristof,   1996).   The   effects   of   local   culture   and   frequent   communication   among   the  employees  working  in  the  same  location  mean  for  person-­‐group  value  congruence  more  than  person-­‐organization  congruence  (Metzler,  2005).  Sub-­‐cultures   in   the   organization   are   affected   by   hierarchical   levels   and  functional/departmental  structure  (Rousseau,  1990).  These  differences  cause  to  consider  a   new   approach   by   researchers   to   evaluate   person-­‐organization   fit   regardless   of  consistency   among   perceived   organizational   values.   The   necessity   becomes   more  important  due  to  increment  in  the  number  of  sub-­‐cultures  depending  on  differentiations  in  the  workplace  (Warren,  1996;  Verquer,  2002).  The  groups  share  common  values.  The  value   dimension   of   person-­‐group   fit   is   congruence   between   personal   values   and   values  prevailing  in  the  group  or  shared  by  group  members.  2.2.Relational  Demography  Pfeffer  (1983)  stated  that  demographic  similarity  with  group  affects  organization  related  outputs  such  as  creativity,  performance,  and  managerial  success.  According  to  Pfeffer,  to  investigate   synchronous   demographic   features   such   as   age,   gender   and   education   level  have   more   valuable   effects   instead   of   individual   effects   (O’Reilly   et   al,   1989;   Surgevil,

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