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The purpose of the present study is to compare the effects of Person–Organization fit on the organizational commitment of full-timers and part-timers using polynomial regression with surface response analysis, and to suggest an exploratory hypothesis based on this case study. A questionnaire survey was administered at a food retail/manufacturing company in Japan. After comparing the effects of P–O fit on 129 full-timers and 567 part-timers in relation to their organizational commitment, we found that: (1) In the human-oriented vs. task-oriented dimension of organizational culture, whereas full-timers held certain levels of commitment when they fit their value and organizational culture (whether at high levels (human-oriented) or low levels (taskoriented) of congruence), part-timers increased their commitment only at low levels of congruence and tended to decrease commitment at high levels of fitness; (2) Although incongruence between individual value and organizational culture in two dimensions (human vs. task-oriented and autonomous vs. heteronomous) had a negative effect on commitment for both employment statuses, the directions of unfitness were different. While full-timers decreased their commitment more seriously when the value of organizational culture exceeded that of individual value, the opposite happened with part-timers, who showed more a serious decrease when the value of individual value exceeded that of organizational culture. Based on the results and partial inclusion theory, we suggest a new hypothesis that P–O fit may have a relatively more serious effect on part-

Comparison between Full-timers and Part-timers of the Effect of Person–Organization Fit on Working Attitude: A Hypothesis-Generating Case Study Using Polynomial Regression Analysis with Response Surface Methodology