The aim of this study is to examine the impact of person-job fit and job-training fit on employee work behaviour. The paper also explored the moderating role of organisational commitment, environmental fit and psychological empowerment as essential yet rarely explored constructs. To achieve the intended objectives, the study used a quantitative research design, consisting of a survey of 600 employees in the manufacturing sector in Ghana. Barrett's (1978) congruence theory helped to frame and contextualises employee work behaviour. The results showed that person-job fit had a positive and significant impact on the in-role performance of employees. The moderator analysis showed that the relationship between job training fit and in-role performance of the employee is stronger when organisational commitment is high rather than low. Practically, organisations must focus on improving the person-job fit of employees (through competence training and psychological empowerment) to improve productivity.