Employees’ Attraction to an organization has been traditionally related to the factors such as

Pay, Promotion opportunity, Location, Benefits, Autonomy, Flexibility and Work type

provided by an organization (Aiman-Smith et al, 2001). In their researches, Berber and

Roehling (1993); Ryan et al (2005); Robertson et al (2005); and Van Hooft et al (2006)

associated attraction with three main factors namely (i) Perceived Job characteristics, which

include Job Task (Powell, 1984; Turban et al, 1998), Compensation and Job Security (Porter

et al, 2004; Chapman, 2005), Type of Work to be performed (Carless, 2003), and Job

Feedback and Autonomy (Hackman and Oldham’s, 1976) (ii) Perceived Organizational

Attributes which according to Collins and Stevens’ (2002), are Career Perspectives, Work

Environment, and Stability and Job Security (iii) Perceived Organizational Attractiveness

which according to Lievens and Highhouse (2003), has been associated with Organization

Image, Employer Brand and Organization Reputation. Perceptions of these factors have been

associated with the Anticipated Job Satisfaction (Aiman-Smith et al, 2001; Michael, 2006),

and hence the Attraction of prospective employee to a given organization (Gomes and Neves,

2011). As an extension of the above propositions, a theory of Person-Organization Fit (PO

fit) has been presented by Kristof (1996). Accordingly, the PO fit has been defined as the

compatibility between people and organizations that occur when at least one entity provides

what the other needs, or they share similar fundamental characteristics, or both. Griffeth, et

al, (2000) and Hom and Griffeth, (1995) noted that, only 5% of variance was explained by

attitudinal variables, and perception of job availability accounted for even less variance in

actual turnover.