In this cross-cultural meta-analysis, we examine the relationships between person–environment [P–E] fit and work attitudes (organizational commitment, job satisfaction, and intent to quit) as well as job performance based on 96 studies (110 independent samples) conducted in East Asia, Europe, and North America. We compare the results across cultures while focusing on 4 dimensions of P–E fit (person-job fit, person–organization fit, person–group fit, and person–supervisor fit) separately and jointly. Findings suggest that the effects of rational fit (person–organization and person–job fit) are (relatively) stronger in North America and, to a lesser extent, Europe than in East Asia. However, the effects of relational fit (person–group and person–supervisor fit) are (relatively) stronger in East Asia than in North America. This highlights that in collectivistic and high power distance (vs. individualistic and low power distance) cultures, relational (vs. rational) fit is more salient in influencing employees’ perceptions about their work environments. Results are less clear concerning job performance. What is common across cultures is that, regardless of which dimension of P–E fit is being considered, fit happens and high levels of fit lead to positive outcomes, confirming the universal relevance of fit phenomenon.