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Individual Values in Organizations: Concepts, Controversies, and Research
Abstract
The values of managers and employees in organizations are phenomena that have captured the interest of researchers, practitioners, social critics, and the public at large. Despite this attention, there continues to be a conspicuous lack of agreement on what values are and how they influence individuals. In this article we discuss how values have been defined and conceptualized. Focusing on values as desirable modes of behavior, we describe how they affect individuals in organizations and discuss some of the salient controversies that characterize contemporary research on values. Finally, we report on a comprehensive review of the most recent literature in this area.
... In this phase, students are also learning about the organization's values and the alignment of these values to their own. Previous research has long demonstrated the importance of value congruence between organizational members and the organization itself (Meglino & Ravlin, 1998;Weiner, 1988). For instance, extant literature suggests members are more likely to be committed and involved in the organization and experience strong identification ties if their personal values align with those of the organization (Ashforth & Mael, 1989;Meglino & Ravlin, 1998). ...
... Previous research has long demonstrated the importance of value congruence between organizational members and the organization itself (Meglino & Ravlin, 1998;Weiner, 1988). For instance, extant literature suggests members are more likely to be committed and involved in the organization and experience strong identification ties if their personal values align with those of the organization (Ashforth & Mael, 1989;Meglino & Ravlin, 1998). In the context of the current study, students learn about the organization's values in the anticipatory socialization and/or encounter phases and will begin to determine whether their personal values are congruent during the encounter phase. ...
... A final, alternative explanation for these results could be related to organizational value congruence (Meglino & Ravlin, 1998;Weiner, 1988). Although students may be able to recall the messages they learned through the basic communication course curriculum, students may not actually share the same values as their institution. ...
This study investigated the effects of integrating a university’s core value messages into the curriculum of a basic communication course on student recall of the messages, adjustment to college, and learning. A quasi-experimental design was used to examine differences between students (n = 302) assigned to one of three conditions: control group, message-only group, and message and experience group. The message and experience group learned about the university’s core value messages as part of their course curriculum, engaged in an out-of-class experience focused on these value messages, and completed a group problem-solving project related to these messages. The message only group learned about the university’s value messages and completed the same group problem-solving project, but did not engage in the out-of-class experience. The control group did not learn about the university’s messaging and completed the group problem-solving project related to a campus-based problem of their choice. Results reveal significant differences in student recall of the messages and student learning. No differences emerged in student adjustment to college based on experimental groupings. The results suggest communicating these messages solely in the basic communication course may not be a sufficient condition for facilitating student adjustment to the university’s culture.
... Values can be defined as the belief of individuals to perform socially desirable behavior [29,30]. These values are a concept that encompasses what an individual is interested in, wants, and aspire to become. ...
... When the values of the salesperson and the company are shared and similar, the motives and goals of the salesperson and the company are similar, and thus they react in a similar way to events that occur [33]. Therefore, when values are aligned, salespeople can predict the company's future decision-making through their motivations and goals, reducing uncertainty about the company [29]. ...
... In addition, when values are aligned, communication within the company is more effective. The agreement between the salesperson and the corporate values sets a common frame for the explanation, classification, and interpretation of an event by sharing important things with each other, and in this process, communication is actively involved [29]. Active communication facilitates information exchange between salespeople and companies and reduces the possibility of mutual misunderstanding [33]. ...
This study investigates the role of value congruence and top management support on salespeople’s customer-oriented selling behavior and adaptive selling behavior. Moreover, this study has also explored the effects of salespeople’s customer-oriented selling behavior and adaptive selling behavior on sales performance and opportunistic behaviors, respectively. An online survey was administered to collect the data from salespeople in South Korea, and a total of 204 responses were undergone for formal analysis. Partial least squares structural equation modeling (PLS-SEM) was conducted to test the proposed hypotheses. The results showed that salespeople’s value congruence has a significant positive effect on customer-oriented selling behavior and top management support has a significant positive effect on salespeople’s adaptive selling behavior. The salespeople’s customer-oriented selling behavior has a significant positive effect on sales performance and a significant negative effect on opportunistic behavior. Similarly, salespeople’s adaptive selling behavior has significant positive effects on sales performance and opportunistic behaviors. Based on these findings, the implications for theory and practice are discussed in detail.
... Culture in management research is often equated with research on cultural values (Adamovic, 2022;Kirkman et al., 2017;Rattrie et al., 2020) that are often defined as desirable modes of behavior (Meglino & Ravlin, 1998) or as commonly shared meanings and assumptions of individuals with similar cultural and nationality backgrounds that guide their feelings, thinking, and behavior (Hofstede et al., 2010). Based on Hofstede's pioneer work in 1980, research about national cultural values became one of the most popular topics in management research (Kirkman et al., 2017;Steel et al., 2018;Taras et al., 2010). ...
... First, Hofstede's country scores are more than 30 years old. Although cultural values are quite stable (Meglino & Ravlin, 1998;Hofstede, 2001), they could have been nevertheless influenced and even changed in the past years due to the globalization, opening of markets, and adaptation of a free markets economy (Leung et al., 2005;Taras et al., 2011). Second, within-nation variance is often observed regarding cultural values Schaffer & Riordan, 2003;Taras et al., 2011). ...
When the globalization of business begun, Hofstede introduced a cross-cultural framework based on four dimensions: 1) Individualism-collectivism, 2) power distance, 3) uncertainty avoidance, and 4) masculinity-femininity. Hofstede’s research was the starting point for cultural value research in connection with management and workplace topics. To expand Hofstede’s research, numerous scholars introduced new cross-cultural frameworks. The most famous ones are Schwartz’s Value Survey, Trompenaars’ Model of Cultural Differences, Maznevski’s Cultural Orientations Framework, and the GLOBE framework. All these scholars claimed that their frameworks better capture the phenomenon of culture in the workplace, business, or society. However, Hofstede did not agree with this statement and rather noted the similarities with his framework. To solve these contradicting statements, I first review Hofstede’s framework, followed by a detailed review of the new cross-cultural frameworks. This review creates the basis for a comparison between Hofstede’s framework and the new frameworks. I identify an overlap between Hofstede’s framework and the new frameworks. Nevertheless, I also identify new cultural phenomena and dimensions that were not captured by Hofstede’s initial framework. Finally, I derive from the review recommendations for future research and practice.
... When followers hold similar values to those portrayed in social media by the social media manager, this value congruence will enable a better understanding and smoother communication [66,67] due to comparable cognitive schemas [66,68]. As such, ambiguity and the likelihood of interpersonal frictions can be avoided [69,70], and high-quality interpersonal relationships can be gradually developed [71]. ...
... When followers hold similar values to those portrayed in social media by the social media manager, this value congruence will enable a better understanding and smoother communication [66,67] due to comparable cognitive schemas [66,68]. As such, ambiguity and the likelihood of interpersonal frictions can be avoided [69,70], and high-quality interpersonal relationships can be gradually developed [71]. ...
... When followers hold similar values to those portrayed in social media by the social media manager, this value congruence will enable a better understanding and smoother communication [66,67] due to comparable cognitive schemas [66,68]. As such, ambiguity and the likelihood of interpersonal frictions can be avoided [69,70], and high-quality interpersonal relationships can be gradually developed [71]. ...
... When followers hold similar values to those portrayed in social media by the social media manager, this value congruence will enable a better understanding and smoother communication [66,67] due to comparable cognitive schemas [66,68]. As such, ambiguity and the likelihood of interpersonal frictions can be avoided [69,70], and high-quality interpersonal relationships can be gradually developed [71]. ...
The current research aims to analyze the relational marketing application in higher education institutions. Quantitative descriptive research was done, composed of two variables and ten indicators that explain these effects. The results describe the level of relation and student service contentment through digital marketing tools and communication channels for students enrolled in face-to-face and online classes. It has been determined that the digital tools with a more significant relation level to online students in academic matters are Instagram and YouTube. In the communication field, the Facebook tool and web portals show the highest percentage as significant, on the other hand, the most used communication channels to establish a relationship with the university during pandemic times were: Call Center, WhatsApp, virtual rooms, and every online service.KeywordsMarketing relationshipSatisfactionHigher education marketingStudent serviceDigital toolsCommunication channels
... When followers hold similar values to those portraited in social media by the social media manager, this value congruence will enable a better understanding and smoother communication [66,67] due to comparable cognitive schemas [68,66]. As such, ambiguity and the likelihood of interpersonal frictions can be avoided [69,70], and high-quality interpersonal relationships can be gradually developed [71]. ...
... When followers hold similar values to those portraited in social media by the social media manager, this value congruence will enable a better understanding and smoother communication [66,67] due to comparable cognitive schemas [68,66]. As such, ambiguity and the likelihood of interpersonal frictions can be avoided [69,70], and high-quality interpersonal relationships can be gradually developed [71]. ...
Despite organizational interest in leveraging participation in social media, the impact of the social media manager in its success has been neglected in scholarly research. Through a moderated mediation process, this research examines the impact of value congruence of the social media follower with the brand social media presence on his/her willingness to pay premium price, considering the mediating role of the social media manager’s perceived authenticity and the moderating role of perceived task competence. This study employs data from 327 social media brand followers. The results support the model and show that social media followers’ value congruence influences perceptions of social media manager’s authenticity, and eventually the followers’ willingness to pay a premium price. Finally, social media managers’ perceived task competence enhances the relationship between the value congruence and perceived authenticity and between perceived authenticity and willingness to pay a premium price. These findings highlight the need for social media managers to learn about the values of their target audience before engaging with them and, once they have done so, to align the social media messages and content to these values. This value congruence will result in superior judgments and behavioral intentions.KeywordsSocial media managersEmployee authenticityWillingness to pay premium priceValue congruenceTask competence
... analyse cultural values at the individual level of analysis (see also Adamovic, 2022;Fischer & Poortinga, 2012;Markus & Kitayama, 1991;Meglino & Ravlin, 1998;Oyserman et al., 2002;Travaglino & Moon, 2020;Tsui et al., 2007;Vignoles et al., 2016). Culture in management research is often equated with cultural values (House et al., 2004;Kirkman et al., 2006Kirkman et al., , 2017Rattrie et al., 2020;Steel et al., 2018;Taras et al., 2010). ...
... Traditionally, cross-cultural research tends to aggregate cultural values at the national level, or to rely on aggregated scores collected from previous studies (Devinney & Hohberger, 2017;Hofstede, 2001;Steel et al., 2018). Yet, numerous scholars argued that the individual level is also an appropriate and important level of analysis for values (e.g., Dorfman & Howell, 1988;Fischer & Poortinga, 2012;Jackson et al., 2006;Kirkman et al., 2006Kirkman et al., , 2017Meglino & Ravlin, 1998;Taras et al., 2010). Prior research also questions whether nations represent a better unit of analysis for value research (Fischer & Poortinga, 2012;Markus & Kitayama, 1991;Taras et al., 2016). ...
Multinational organisations and government organisations experienced problems introducing a merit pay system in different countries. Designing the right reward system is challenging in an international work environment, because employees often have different expectations about reward allocations. Most prior research predicted that individualistic employees prefer equity as allocation rule for rewards, while collectivistic employees prefer equality as allocation rule. However, prior research could not confirm this prediction. To expand prior research, we integrate cultural value theory and allocation rule research to examine if employees' culture‐inspired personal values influence their preferred allocation rule. We conducted a two‐wave study with 3432 employees from 28 countries. The results show that employees' cultural value orientations are related to their preferred allocation rules. Further, supervisors are not only considered fair if they distribute outcomes based on employees' task performance but also based on equality or extra‐role performance.
... The reason why we focus on value fit and identification with the supervisor is that both variables capture well the social categorization that dissimilar employees are expected to experience (Adamovic, 2022;Avery et al., 2008;Chatman & Spataro, 2004;Chattopadhyay et al., 2004a and2004b;Chattopadhyay et al., 2008;Kark et al., 2012). We focus on value fit, because values are central for individuals, represent principles or standards of behavior, are assumptions about what is right and wrong in life, and direct employees' feelings, thoughts, and behaviors (Graham et al., 2018;Meglino & Ravlin, 1998;Rokeach, 1973;Taras et al., 2010). Our approach is in line with person-organization fit research, which often focuses on value fit (Kristof-Brown et al., 2005;Van Vianen, 2018), defined "as value congruence" (Cable & DeRue, 2002: 879), meaning that an employee and a supervisor have the same values and value the same things in life. ...
... Values are very important for individual employees, since they guide their thinking, feelings, attitudes, and behavior (Folger & Cropanzano, 2001;Hofstede et al., 2010;Meglino & Ravlin, 1998;Taras et al., 2010). We therefore argue that an employees' identification with the supervisor increases, when employees share and admire their supervisors' values (see also Chen et al., 2002). ...
In the past decades, the number of female employees and managers has strongly increased in most developed countries. This demographic development emphasizes the importance to investigate gender dissimilarity between employees and their supervisor and how it can be managed to elicit beneficial gender dissimilarity effects on employees’ attitudes and interpersonal interactions. Past gender dissimilarity research often assumes women and men to have different values. Due to these value differences, women and men should be less satisfied with a supervisor who has a different gender. However, past research reported inconsistent gender dissimilarity effects on employees’ satisfaction and other work-related satisfaction variables. To clarify gender dissimilarity effects on employees’ satisfaction with their supervisor, we analyze the moderating role of an employee’s beliefs in gender equality. We further draw on social identity theory and investigate value fit with the supervisor and identification with the supervisor as underlying mechanisms of gender dissimilarity effects. To test our research model, we conducted a three-wave survey study with 463 employees. Value fit and identification with the supervisor mediated the relationship between gender dissimilarity and employees’ satisfaction with supervisor. This indirect relationship was only significant for employees with low beliefs in gender equality. This means high beliefs in gender equality can offset dysfunctional gender dissimilarity effects.
... Já a filósofa Agnes Heller (1974) aborda o conceito de valor em termos eminentemente axiológicos como "um modo de preferência consciente", determinado por condições contextuais e temporais adstritas, portanto, ao plano da ação imanente do ser humano. Associado à experiência, aos interesses e respetivas motivações subjetivas (Meglino;Ravlin, 1998), o valor surge-nos, portanto, como uma atribuição preferencial, em grande medida como o efeito de uma escolha. E é esta aceção do conceito de valor que importa aferir quando consideramos o contexto funcional, subsumido ao paradigma rizomático, da biblioteca académica. ...
... Já a filósofa Agnes Heller (1974) aborda o conceito de valor em termos eminentemente axiológicos como "um modo de preferência consciente", determinado por condições contextuais e temporais adstritas, portanto, ao plano da ação imanente do ser humano. Associado à experiência, aos interesses e respetivas motivações subjetivas (Meglino;Ravlin, 1998), o valor surge-nos, portanto, como uma atribuição preferencial, em grande medida como o efeito de uma escolha. E é esta aceção do conceito de valor que importa aferir quando consideramos o contexto funcional, subsumido ao paradigma rizomático, da biblioteca académica. ...
The purpose of this paper is to introduce the concept of participatory outcomes in academic libraries value co-creation processes as the mechanism for libraries guarantee adaptation in new university environment created by Bologna process. It is considered that it is through the use and during the usage that value emerges or is created, implying that it is the user in a specific context who creates value, applying resources to generate processes and outcomes. Even the customer is the value creator, sometimes he needs the provider´s support to generate value proposals to accomplish value. In that sense, he generates opportunities to engage the provider in a co-creation of value (Vargo and Lush 2008) and as a facilitator to the value formation (Grönroos and Voima 2011). As value is experienced in the beneficiary use, the provider only can have access to the process of value co-creation if he directly or indirectly shares the user outcomes. This resource integration in relationships as a base to value co-creation was also addressed by Prahalad and Krishnan (2008) in the business ecosystems concept. This concept must be seen in terms of customers and suppliers networks, where both actors are simultaneously providers and beneficiaries. In the same direction Wieland et al. (2012) conceptualize service ecosystem as a dynamic and open system. Business ecosystems have also been characterized by Maglio et al. (2009) as organizational systems where actors interact to co-evolve capabilities and skills around a platform. In library environment the “participatory library” concept has emerged as an idea to a truly integrated and open library system which must allow users to take part in core functions of the library and mainly focused on the debate about how to take advantage of the possibilities of web2.0 in libraries. The term was first coined by Lankes and Silverstein (2006). It refers to the idea that the relationship between libraries and users has changed to “information services providers – customers” in which the library users have been more independent in choosing and using library services. But also means that they can flexibly use library services as well as partially contribute as co-producers to the service improvement in collaborative interactions. The participatory librarian model founded on Conversation Theory requires one to rethink the catalog as a dynamic system, with data of varying levels coming into and out of the system. In a participatory catalog there is no reason that some data can’t exist in the catalog for limited durations. Records of physical collections may be a core and durable collection in the catalog, but that is only one of many types of information that could exist in the catalog space. In this sense, we claim that the “participatory library” concept can be considered a service business ecosystem where technology matter but what really counts is the service and how the actors involved share outcomes, following the underpinning logic of value-in-use in value co-creation processes. For the library customers, this processes means emotion, conversation, cognition and behavior whereas for library system planning, implementation and generation of opportunities for co-creation. How both parties act upon the processes of value creation as a business service organization in order to adapt their performance to create this participatory environment configures our research problem.
The paper analyses the problem that took place in an academic library concern the integration of several users, as library resources, in a common and personalize academic service in the path to a participatory library. Traditional library value concerns to books circulated, collection size, query referrals and other tangible outputs, today the core of the service are focused on conversations, debates and other outcomes in research or/and learning activities. The importance of the library service in this context is not quantitative, but how to collaborate with the various university communities so that they are able through the use of this platform to be more productive and develop processes of value to them and to the university that hosts.
... Theoretically, value congruence is an important operationalisation of supplementary person-organization fit; values are relatively enduring characteristics central to both personal identity and organizational culture, and as such are relevant to the psychology of the workplace in their own right. Empirical evidence in both the organizational psychology and management literatures validates the use of value congruence as a measure of person-organization fit, demonstrating consistent associations between congruence and individual well-being, in particular affective outcomes (see Meglino & Ravlin, 1998). For example, using commensurate measures of individual and organizational value profiles, O'Reilly, Chatman and Caldwell (1991) report significant relationships between fit scores and job satisfaction and intent to leave; Meglino, Ravlin and Adkins (1992) show that work value congruence (measured by supervisor subordinate pairs) is significantly correlated with overall job satisfaction and organizational commitment, and Adkins, Ravlin and Meglino (1996) demonstrate links between co-worker value congruence and aspects of job satisfaction. ...
... However, the values literature reveals that instruments developed to assess individual as opposed to organizational values are typically divergent. They do not even approach commensurability, differing at the level of content, and often also in terms of the scoring technique used, sometimes reflecting very different theoretical stances on the merits of ipsative versus normative measurement (see Meglino & Ravlin, 1998), with ranking more prevalent in the study of individual values and rating predominant in organizational contexts. ...
Drawing on models of person-organization (P-O) fit, this study examines the role of personality characteristics (neuroticism, extraversion, Type A and social desirability) on the experience of fit and the prediction of positive affective outcomes, and tests the mediational relationships proposed by P-O models.
... As a result, there is a strong emphasis in the twenty-first century on the development of values such as tolerance, social justice, open-mindedness, empathy, and genuine regard for others. Generally, values are viewed as inner realities of an individual that are reflected through habits, behaviours, beliefs, expectations and relationships (Meglino and Ravlin, 1998). Values lay the foundation for an individual's pattern of thinking, way of acting and decision making. ...
The value crisis is a contemporary global phenomenon. A country's future development is dependent on its youth. Values are an important part of what makes us human. They are the source of our humanity, allowing us to decide between what is right and wrong, or what is good and bad. Rapid scientific progress and technological developments that have resulted in materialism, putting our long-held moral ideals in jeopardy as a result of which youth are becoming increasingly prone to violence, social evils such as murder, rape, thievery, cyber-crimes, substance abuse and a lack of respect for the world around them. According to NCRB (National Crime Report Bureau) report, the majority of crimes are committed by school going students. Personal values are the reflections of our needs, desire, and what we care about the most and to which an individual is committed to which affects our behaviour such as health, love, happiness, peace kindness, religion, loyalty, security, self-respect, beauty etc. It is an individual's supreme values which act as the basis for ethical action and a crucial component of total human development. Given the importance of values in our lives, the current study seeks to investigate the personal values of secondary school students in East-Siang district of Arunachal Pradesh in relation to gender, locational area, and category. For the present study, a sample of 160 secondary school students were selected by simple random sampling method from East-Siang district of Arunachal Pradesh. Personal values inventory developed by Dr. M.S. Talawar, and Vinita Verma (2018), was used to collect the data. Descriptive cum survey method was used in the study. The data was analysed using the T-test, and the results suggest that there is no significant difference in personal values between male and female secondary school students, however there is a significant difference in personal values between rural and urban, and tribal and non-tribal secondary school students.
... Loku & Gogiqi (2016), Patel et al (2012), Hofstede (1984), Rokeach (1973), Schwartz (1992), Roccas et al (2002), Meglino & Ravlin (1998) • ...
Introduction/Main Objectives: Research in individual, group dynamics, and organizational processes for organizational behavior can offer valuable insights into how people behave in the workplace. These insights can assist organizations in enhancing their effectiveness, promoting teamwork, and cultivating a culture that is more diverse and inclusive. Background Problems: Organizational behavior is complex and multifaceted, and there are many different factors that can influence good work performance. Novelty: In the area of organizational behavior, there is a growing interest in the intersection of technology and human behavior, also the need to understand team performance and collaboration. There is a lot of need to explore literature studies in various time spans regarding these aspects to be able to find models related to new systems and technologies. Research Methods: Literature study, a research method that involves collecting and analyzing existing research and academic literature on this topic. The data in this study are from previous studies in the form of textbooks, research papers, and articles. Research was conducted with 6 steps of literature study. Finding/Results: There are 7 main factors and 18 sub factors related to individual aspects. There are 6 main factors and 18 sub factors related to group aspects. And there are 3 main factors and 9 sub factors related to organizational processes, where the three main factors above affect good work performances. Research results can be further tested in specific organizational environments for the development of knowledge and to explain empirical and theoretical gaps.
... Values influence how an individual perceives the environment at a fundamental level (Meglino & Ravlin, 1998) and how they decide on behaviors, means and targets (Chin et al., 2013;Ng & Sears, 2018). In terms of value types, moral value is an indispensable component of values that controls and restricts an individual's decision-making (Ng & Sears, 2018;Zona et al., 2013). ...
Academic experience has been found to significantly impact on the attitudes and behaviors of managerial decision‐makers, which in turn influences corporate strategic decisions. However, the impact of academic decision‐makers on corporate ethical decisions, particularly corporate social irresponsibility (CSIR), has yet to receive due attention to date. In this study, we integrate the upper echelons theory and managerial discretion literature to examine whether and when academic CEOs (CEOs with academic experience) influence corporate social irresponsibility (CSIR). First, we suggest that academic CEOs discourage CSIR because they have higher moral standards; thus, their companies are less likely to engage in CSIR activities. In addition, we propose that negative attainment discrepancy (slack resources) reduces (enhances) academic CEOs' managerial discretion to incorporate their ethical preferences into their decisions, thereby weakening (enhancing) the above relationship. This study is the first to examine the relationship between academic CEOs and CSIR. Additionally, the empirical findings of this study offer crucial insights for shareholders and policymakers to prevent or mitigate CSIR effectively.
... Because the normative (likert) scale is used, the social desirability effect may occur for measuring the values of the variables. Due to the types of scales, the reliabilities of the scales may increase artificially (Meglino and Ravlin, 1998;Maden, 2010). ...
There is increasing interest in how to enhance the level of organizational identification as an attitude that organizations desire for their employees to develop in today's new generation enterprises. The search for new antecedents to increase the level of identification has proceeded for a long time in several organizational settings. An antecedent of the identification can be the organizational socialization process that employees experience through the organization’s direction. The validity of the theory for hypothesized relations gains importance as the conditions change in this context. It is expected that the socialization level of the employees increases the level of organizational identification in the institutions in the light of social identity theory. The main research question is to test the validity of social identity theory on the relationship. According to the findings of the quantitative-research with 448 participants, high level of explanatory effect of organizational socialization process on organizational identification was not found in accordance with the proposals of social identity theory. The findings of the study reveal the necessity of exploring new antecedent factors for organizational identification.
... Yet employees are clearly individuals in a society, and values they hold may affect their behavior (e.g., to help older people). Meglino and Ravlin (1998) and Rokeach (1973), suggested that values are concepts or beliefs (Schwartz and Bilsky 1987) that serve as a central mechanism underlying human cognition, decisions, and actions. Edwards and Cable (2009) argued that values guide individuals' communications, decisions, responses, and actions. ...
Workarounds are a common practice in a broad range of organizational and technological contexts, which has received much attention in information systems research. They are sometimes considered negatively, associated with business risks and noncompliance, and sometimes positively, as a source of innovation and improvement. Although workaround-based process improvements typically adopt the workaround if its consequences are not harmful, this is not always the best option. The paper aims to pave the way for leveraging workarounds for process improvement by understanding problems that motivate them, so alternative solutions can be developed for these problems. Despite many proposed explanations, an in-depth understanding of the reasons underlying employee decisions that lead to workarounds is still needed. To this end, following a qualitative research approach, data were collected in six case study organizations, investigating workaround decisions made by employees through the lens of the theory of planned behavior. The principal unique theme running throughout the findings is that workaround motivation stems from perceived misalignment between organizational, local unit, or personal goals and their realization in business processes. Workarounds are enabled by various factors, including perceived workaround opportunities in the organization. These findings are abstracted to form an explanatory model as a contextual adaptation of the theory of planned behavior to explain workaround intentions. The proposed model explains workaround decisions in a way that can leverage this understanding to promote concrete process improvements.
... Each generation is influenced by external forces (parents, peers, media, i Alexandru Ioan Cuza University of Iaşi, Faculty of Economics and Business Administration, Iaşi, Romania, daniloaiadaniel@gmail.com ii Alexandru Ioan Cuza University of Iaşi, Faculty of Economics and Business Administration, Iaşi, Romania, maria.bedrulegrigoruta@uaic.ro critical social and economic events, popular culture), which create the system of common values that differentiate them from people who grew up in other times Meglino and Ravlin (1998) While generations are characterized by specific values and organizations are characterized by values and constantly communicate these values Miller and Yu (2003). Studies show the existence of consistent differences between generations regarding personality traits, attitude, behaviour and even mental health. ...
... Vveinhardt and Gulbovaite (2014) also point out that most instruments applied in recent research were designed a long time ago, without updating. These instruments are: Survey of Work Values -SWV (Wollack, Goodale, Wijting, Smith & Feishman, 1971), Meaning and value of work scale -MVW (Kazanas, 1978), Organizational Culture Profile -OCP (O'Reilly, Chatman & Caldwell, 1991), Comparative Emphasis Scale -CES (Meglino & Ravlin, 1998), Organizational Values Congruence Scale -OVCS (Enz, 1988), Schwartz Value Survey -SVS (Schwartz, 2005b), Portrait Value Questionnaire -PVQ (Schwartz, 2005a). ...
... Based on human value theory (Schwartz, 2003;Schwartz & Bilsky, 1987) and value congruence (Ihm & Baek, 2021;Muchinsky & Monahan, 1987), we argue that the image of a young enterprise depends on an individual's deeply rooted value system and that this relationship varies for young social versus commercial enterprises. Human values are defined as a person's desirable goals which guide the evaluation of actions, policies, people, and events (Agle & Caldwell, 1999;Meglino, 1998;Schwartz, 2003). Human value theory argues that values are arranged in a circular structure representing the corresponding and conflicting potential of each type of value (Schwartz, 2003(Schwartz, , 2012. ...
Social enterprises follow the dual mission of achieving social aims as well as attaining financial sustainability and therefore elude easy categorization into either a non-profit or for-profit organization. Consequently, social enterprises might struggle with their image since external stakeholders (e.g., job applicants and customers) could hold back their support when the enter-prise's dual aims seem unusual to them. Despite the importance of the image to gain stakeholder support, factors that determine how individuals perceive social enterprises are underexplored, especially in their early life stages before they have developed reputational capital and brand recognition. Following human value theory , we propose that stakeholders' self-transcendence ("other-oriented") versus self-enhancement ("self-cen-tered") values explain how they evaluate social versus commercial enterprises. In a vignette study with 945 individuals, we reveal that social enterprises are more likely to attract self-transcendent individuals whereas individuals with stronger self-enhancement values are less likely to feel attracted to social enterprises. Moreover, our findings show that individuals' values were more strongly related to the image of social enterprises than to the image of commercial enterprises. Thus, external individuals' values lead to stronger and more contrasting reactions regarding social compared to commercial enterprises. The findings indicate that the image of social enterprises is more equivocal and distinct compared to commercial enterprises and therefore might require a different theoretical understanding and careful management as it depends on stakeholders' deep-seated values.
... They are a crucial component of the organizational culture and reflect the principles, philosophy, and standards with which an organization works (Hatch, 1993;O'Reilly & Chatman, 1996). At the company level, values are the connecting mechanism between employees since they constitute a joint effort to create a culture that facilitates their work to achieve goals (Meglino & Ravlin, 1989;Parsons, 1997). Furthermore, organizational values represent the employees' ambitions for the organization because they determine what each individual offers, reflecting their beliefs and attitudes (Cummings & Worley, 2008;Mirabile, 1996). ...
The study investigates the impact of internal marketing philosophy on implementing strategic goals to leverage an innovative internal marketing concept for business growth. In the context of firms’ strategic orientation, the organization’s development, market position, and practices used to promote the desired organizational behavior are being examined. The paper focuses on large companies in Greece, which belong to the retail, manufacturing, and healthcare sectors. Moreover, these companies have been certified by “Great place to work.” A qualitative method via Nvivo software was used. Data were collected from 10 semi-structured interviews. Participants are executives with significant working experience and different managerial positions. The findings document the impact of the internal marketing concept on company development through policies concerning strengthening the organization’s presence and recruiting qualified employees. Moreover, the influence of the internal marketing concept on an organization’s market position with regard to a positive working environment and management style is highlighted. Finally, team environment emerges as a dominant trait in the organizational context, while values such as honesty, integrity, and reliability appear as critical features of the desired behavior. The study provides an updated managerial perspective by establishing a link between the theory of internal marketing and business process mapping. The results enable executives to focus on elements that better serve the implementation of strategic goals.
... Empirical research has shown positive results concerning the impact of values on employees and organizational performance [25,45]. Values directly influence behavior [46,47]. Islamic values in the workplace are applicable universally and compatible with current management styles [25,48,49]. ...
This research aims to investigate the impact of religious values on the adoption of Government Resource Planning (GRP) systems by public sector employees in Saudi Arabia. The study also explores the impact of demographic characteristics as moderating factors between the religious factors and perceptions of GRP systems in Saudi government agencies. Not many studies have been conducted on religious values concerning to what extent technological innovation is embraced. Most research on the effects of cultural norms has been conducted in Western countries and little has been published on Arab nations. This research fills that knowledge gap by investigating the effect of religious values on public sector employees’ adoption of technological innovation in Saudi Arabia. Theoretically, this study related to religious factors will facilitate an understanding of the issues affecting individual employees’ adoption of new technologies in the workplace context where conservative social and religious values hold sway. The study developed a conceptual model based on two theories: Unified Theory of Acceptance and Use of Technology and Theory of Reasoned Action. The sample data comprised 340 responses to an online survey questionnaire sent to employees at the Ministry of Foreign Affairs, Saudi Arabia. Data were analyzed using multivariate statistical analysis. Results show that 37% of the variance (R²=.372) of employees’ attitudes to GRP application can be explained by the effect of religious variables. Findings show that the religious factors - perfection (Itqan) (t (340) =7.678, p<0.000), cooperation (Ta’awun) (t (340) =4.007, p<0.000), and transparency (Shaffaf) (t (340) =4.700, p<0.000) exerted a significant effect on users’ attitude to the system’s usage. However, responsibility (Mas’uliyyah (t (340) =1.284, p<0.200) did not reveal any level of significance. This research will help managers identify and benchmark strategies to motivate technology adoption in their workplaces and customize them to best fit their users’ unique characteristics in a traditional and conservative society such as Saudi Arabia. Contributions, implications, limitations of this study and what future research could pursue are highlighted in the paper.
... Values are often regarded as a representation of culture (Hofstede 1980;Maznevski et al. 2002) and as a fundamental cognitive mechanism underlying human cognition, decisions, and actions and thus a predisposition of human behavior (Meglino and Ravlin 1998;Rokeach 1973). Having embedded in individual and organizational entities as a part of knowledge, values bring conscious awareness and understanding of what is 'right' or 'best' and offer a frame of reference to act upon (Avedisian and Bennet 2010; Bennet and Bennet 2008). ...
Seen from the perspective of management, a modern discipline which has become the most sought-after professional practice and academic discipline globally (Steyaert et al. 2016; Pfeffer and Fong 2002), the phrase Managing the Post-Colony implies a management practice that operates on the post-colony. The discipline’s self-fashioning and evolution as a body of knowledge and practices have occurred largely in contrast with and opposition to the colloquial sense of ‘managing’ as getting by, or coping with everyday vicissitudes involving the production and distribution of goods and services.
... Value is associated with the person's preferred state of events, objects, or affairs. Thus, people tend to become more attracted to what represents a compatible set of values while exhibiting uneasiness with what does not represent such values (Meglino & Ravlin, 1998). Due to its relatively stable, enduring nature, the study posits that the manifestation of interactive effects may largely hinge on the level of team managers' value fit. ...
Despite the accumulated knowledge of how high‐performance work systems (HPWS) at the within‐organisation levels function, the literature suffers a paucity of attempts to capture the sources of variability. Meanwhile, research on line managers' HR implementation has excessively emphasised their HR‐related competencies. At this juncture, this study establishes the interactive effects of team manager's value and ability fit with espoused HR practices under the varying strength of climate for HR implementation. It proposes such dynamics as antecedents to actual HPWS in the organisation. The analyses demonstrated that team managers' value fit consistently impacts implementation behaviours, and their ability fit takes effect when it is accompanied by a high level of value fit. Most conspicuously, climate for HR implementation was found to substitute for effects of person‐HRM fit dimensions. Hence, the study articulates further what drives team managers' HR involvement, thereby unravelling intricacies inside the black box of the HPWS‐performance relationship.
... This line of research has found that person-organization values fit is consequential for how individuals, particularly employees, engage with and evaluate organizations (Chatman 1989, O'Reilly et al. 1991, Kristof 1996. A fit between employee and organizational values leads to a host of positive outcomes, such as increased job satisfaction (Kirkman and Shapiro 2001), better communication (Meglino and Ravlin 1998), and decreased turnover (Mael and Ashforth 1995). Overall, employees assess organizations more positively when organizational values match their preferred values. ...
A growing body of research documents that audiences reward organizations perceived to be authentic with positive evaluations. In the current work, we adopt a mixed-methods approach-using data collected from Glassdoor.com and two experiments-to establish that perceptions of authenticity are elicited by perceived congruence between an organization's stated values (i.e., the values it claims to hold) and its lived values (i.e., values members perceive as embodied by the organization), which in turn lead to more positive organizational evaluations. We then explore the conditions under which audiences are less likely to respond favorably to organizational authenticity, finding that the positive effects of stated-lived value congruence on evaluations are attenuated when audiences have a lower preference for stated values. Although scholars have often explored whether and how organizations can successfully make themselves appear authentic to reap rewards, our findings suggest that the perceived authenticity that results from stated-lived value congruence may not prove fruitful unless the audience holds a higher preference for an organization's stated values.
... Scholarly research geared to the public sector has found that highperforming government organizations clearly articulate a set of values(Denhardt, 1993) and that public sector employees continuously use value systems to make -street level decisions‖ (Maynard-Moody & Musheno, 2003). Studies of value congruence in the workplace have found that congruence between individual and organizational values is positively related to positive work attitudes, including employee satisfaction, commitment, and involvement(Meglino & Ravlin, 1998), as well as perceptions of workplace ethics ...
This paper is a study of related literature on the concept of workplace values and their correlation with organizational performance and profitability. The overall purpose of this study is to establish whether workplace or corporate values espoused by employees has any effects on performance and by extension profitability. Values determine what individuals find important in their daily life and help to shape their behavior in each situation they encounter. Since values often strongly influence both attitude and behavior, they serve as a kind of personal compass for employee conduct in the workplace. Values help determine whether an employee is passionate about work and the workplace, which in turn can lead to above-average returns, high employee satisfaction, strong team dynamics, and synergy. The study revealed that inspiring workplace value that encourages and enables employees to bring their best efforts and best ideas to work every day is one that promotes individual growth and organizational performance and profitability.
... To achieve such stability and cohesion, self-legitimizing discourse in IOs appeals to values and overarching organizational objectives at their broadest level, IO history or origin, and institutional autonomy, all of which constitute key elements of IO identities, in a bid to "rise above" contradiction. First, numerous studies of leadership and management have affirmed that values are vital to individuals' selfconceptions and that congruence between values and objectives can lead to enhanced professional satisfaction and performance, and thus legitimacy (Meglino and Ravlin 1998;Bono and Judge 2003;Judge et al. 2005;Cha and Edmondson 2006). In organizations, this process takes place on a collective level, where staff are most motivated and effective when action and the pursuit of goals align with shared values that define an organization's mission, core purpose, or distinctiveness and that constitute "valuable identity referents" for the organization (Gioia et al. 2013, 164). ...
How do leaders create legitimacy in international organizations (IOs)? It is widely acknowledged that legitimacy matters to IOs, but little research examines internal self-legitimation—the creation of legitimacy for staff, rather than for external audiences—and who specifically undertakes these self-legitimation activities in IOs. This paper fills these gaps by examining the particular role of leaders in self-legitimation and I develop a theoretical framework that shows (1) how leaders have a unique role to play as legitimators due to their high social status within the IO and their access to discursive resources for legitimation, (2) how leaders create internal legitimacy through the introduction or reintroduction of narratives and the creation of self-referential language, and (3) how leader-led self-legitimation entails three potential risks. I illustrate these points with three case studies, one from the World Bank and two from the United Nations. I conclude by proposing a new research agenda for this underexplored area of IO and legitimacy scholarship.
... At rst, the authors' goal was to identify a complete set of values that could be used to describe not only persons but organizations as well. In Edwards & Cable (2009) study, congruent with the research literature up to that moment (Meglino & Ravlin, 1998;Rokeach, 1973;Schwartz, 1992), the authors have de ned values as general beliefs regarding the importance of certain behaviours and terminal states, normally understood as being desirable. Value congruence was de ned as the level of similarity between the personal values of an individual versus the values imposed by the organization (i.e., which refers to the set of norms in which organizational resources should be allocated and the behaviour which the employees should manifest; Chatman, 1989;Kristof, 1996). ...
Individual values and the congruence between the individual and the organizational values are important elements that help companies motivate their people by developing their employees’ organizational commitment. Participants from 6 major industries in Romania answered voluntarily to a set of questions regarding values and organizational commitment. Out of a set of seven values (i.e., emphasis on rewards, competitiveness, innovation, performance orientation, social responsibility, stability, and supportiveness; Sarros et al., 2005) to explain the three types of organizational commitment (i.e., affective, normative and continuance commitment), social responsibility, innovation and stability have a significant incremental effect. Findings indicate that social responsibility answers for 9.4% of affective commitment and for 9% of normative Commitment. Innovation adds 1.2% to the explanation of affective commitment and stability explains 4% of continuance commitment. Social responsibility together with stability values is linked to the environment, not only the environment of the organization but the environment in the broader sense. The paper provides insights on how companies, considering those values dimensions, cherish each employee’s distinct individuality and contribution and build a track record of vivid inclusion practices. Results of the current research companies could better tailor their recruitment and selection practices, retention programs, secure
talent and, ultimately, save costs.
... What is perhaps more important is that normative approaches may be particularly susceptible to socially desired responding, because the approaches involve comparing values to absolute standards that often reflect cultural norms (Meglino & Ravlin, 1998). Another potential issue with normative approaches is that they typically present a small number of choices, which may limit their utility in applied settings that focus on helping individuals explore their values. ...
Values provide a foundation for decision making, behavior, and emotional reaction; they are often used by practitioners to design effective interventions for self-awareness and personal growth. This report describes a novel, user-friendly method that identifies core values with a hierarchical ipsatization procedure (HIP) that is transparent and efficient. Response bias, validity, and user satisfaction were examined in a study in which 602 respondents completed a survey asking them to rate 80 values and use HIP to identify their 4 most inspiring and motivating values. HIP enabled selecting these 4 core values from 80 candidates in 5-7 min, with minimal evidence of response bias. The selections made during HIP were consistent with the rating data, providing evidence for HIP's concurrent validity. 88% of the respondents felt the 4 values identified by HIP inspired and motivated them more than any other values they could think of. These findings suggest HIP is a useful tool for identifying core values, especially in applied settings.
... Employees also bring their own personal cultural values to the workplace, values which may or may not align with the organization's values. Personal values are evaluative beliefs that guide our individual decisions and behavior (Meglino & Ravlin, 1998). They derive directly from early socialization within our families, communities, institutions, and cultural traditions. ...
The more diverse organizations become, the greater the need for inclusive leadership practices that bring differences to light. In the following chapter, we identify brave dialogues as one “concrete learning practice” that helps employees respond to perceptions of subtle bias or discrimination. The brave dialogue approach derives from our diversity, equity, and inclusion (DEI) work with leaders and their teams. We label it “brave” because it requires courage, openness, and vulnerability on the part of the “initiator” and “recipient.” A successful brave dialogue occurs when both parties clarify assumptions and communicate perceptions in the spirit of shared learning. Doing so requires careful attention to power dynamics, conflict styles, and cultural values – organizational and personal. The goal of a brave dialogue is not to produce a one-off solution; rather, to engage with an ongoing practice that deepens trust, increases belongingness, and harnesses differences to advance individual and organizational learning.
... Role centrality, which represents an individual's belief, attitude, and value orientation, is a generalized, stable, persistent, resistant, and dynamic belief system (Meglino and Ravlin, 1998). Work and family centrality, as important components of work and family values, are critical to understanding the meanings of work, life, and wellbeing (Kittel et al., 2019). ...
Family centrality refers to value judgment regarding the relative importance of family in an individual’s life. In contrast to bidirectional research in the field of work-family relationships, much work had been done about the work centrality, whereas few works of research discussed family centrality as an independent concept. Thus, the present study systematically discussed the concept of family centrality in Chinese culture and the preliminary validation of its measurement through two cross-sectional studies. In study 1, questionnaires were distributed to two sub-samples through convenient sampling; one included 185 participants (mean age of 35.51 ± 10.30) and other included 189 participants (mean age of 31.39 ± 6.82). In study 2, through convenient sampling, questionnaires were distributed to 351 participants with a mean age of 35.15 ( SD = 9.44) years. Results of Study 1 supported that the Family Centrality Questionnaire (FCQ) has a single-factor structure with good reliability and validity. Additionally, family centrality and work centrality are two independent concepts that can be distinguished on conceptional and applicational levels. Results of Study 2 showed that family centrality had an indirect effect on life wellbeing through life involvement (β = 0.073, 95% CI [0.032, 0128]), and work centrality had an indirect effect on work wellbeing through work involvement (β = 0.089, 95% CI [0.046, 0.142]). Further, family centrality had a spillover effect on work wellbeing through work involvement (β = −0.079, 95% CI [−0.125, −0.42]), and work centrality has a spillover effect on life wellbeing through family involvement (β = −0.053, 95% CI [−0.095, −0.22]). Overall, the results showed that the FCQ can be used as a scientific measurement for future research.
... Personal values belong to the most widely studied topics across the social sciences (Meglino and Ravlin, 1998;Marcus and Roy, 2019). Schwartz (1992Schwartz ( , 2011 defined personal values as: i) beliefs; ii) being related to desired goals; iii) relating to several situations; iv) serving as standards which guide actions and/or evaluations; and v) being ordered according to their relative importance. ...
Environmental benefits have become priority objectives for the management of forests, including for private forest owners in many countries. Understanding and promoting environmental-friendly private forest management requires a measure of environmental concern of forest owners and knowledge of factors that influence it. Such a measure allows to explore underlying motivations of forest owners to include environmental aspects in their forest management. This in turn helps in developing and implementing effective pro-environmental forestry policies. In this paper, we assess environmental concern in forest management of 226 non-industrial private forest (NIPF) owners in Sweden. In particular, we sought to achieve a two-fold objective: a) to quantitatively explore the content and dimensionality of the environmental concern construct of forestry owners and b) to identify the association between environmental concern of forest owners and their personal values and personality traits. A principal factor analysis resulted in a two-dimensional environmental concern construct encompassing: environmental strategy and environmental orientation. Hierarchical seemingly unrelated regressions (SUREG) showed that personal values and personality traits help to explain environmental concern in forest management of NIPF owners. A better understanding of environmental concern of forest owners and its relation with individuals' attributes will help in better designing, framing and targeting of tailor-made interventions to promote environmental considerations in forest management.
... Literatürde kişi örgüt uyumu ile ilişkili olduğu görülen birçok örgütsel sonucu ele alan çalışmalar mevcuttur. Bunlar arasında ihtiyaçların giderilmesi bağlamında kişi örgüt uyumunun daha iyi iş tutumu sergilenmesine yardımcı olması (Caldwell ve O'Reilly, 1990), iş yerinde stres seviyesini düşürmesi (French, Caplan ve Harrison, 1982), yüksek performans değerlendirmeleri (Judge ve Bretz, 1992), örgütsel performans (Govindarajan, 1989), iş gören devrinin azalması (Meglino ve Ravlin, 1998), iş seçimi ve işe alım kararı (Darnold, 2008), yüksek örgütsel vatandaşlık davranışı (Lamm, Shaw ve Kuyumcu, 2010), psikolojik yetkilendirme, işe katılım (Kimura, 2011) ve algılanan örgütsel destek (Eisenberger, Huntington, Hutchinson ve Sowa, 1986) sayılabilir. ...
Bu araştırmanın amacı çalışanların COVID-19 ilişkili psikolojik sıkıntıları ile iş tatminleri arasındaki ilişkisinde kişi örgüt uyumunun düzenleyici (modere edici) bir rolünün bulunup bulunmadığını belirlemektir. Araştırmanın evrenini İstanbul, Ankara ve Kayseri’de kamu ve özel sektörde çalışan işgören ve yöneticiler oluşturmaktadır. Kolayda örneklem yöntemi kullanılarak anket uygulanmıştır. Analizler 163 katılımcıdan elde edilen verilerle yapılmıştır. Araştırmada Feng ve arkadaşları (2020) tarafından geliştirilen COVID-19 İlişkili Psikolojik Sıkıntı Ölçeği; Yoon ve Thye (2002) tarafından geliştirilmiş olan İş Tatmini Ölçeği ile Netemeyer ve arkadaşları (1997) tarafından geliştirilen Kişi Örgüt Uyumu Ölçeği kullanılmıştır. Çalışma sonuçlarına göre kişi örgüt uyumunun, COVID-19 psikolojik sıkıntısı ile iş tatmini arasındaki ilişkide düzenleyici (moderatör) etkiye sahip olduğu belirlenmiştir. Bu bulgu çalışanın örgüt uyumunun düşük olması durumunda COVID-19 ile ilişkili psikolojik bir sıkıntı yaşaması durumunda iş tatmininde azalma meydana geldiğini, ancak çalışanın örgüt uyumunun yüksek olması koşulunda ise, COVID-19 ilişkili psikolojik sıkıntı düzeyi artsa dahi iş tatmininde bir azalma meydana gelmediğini göstermektedir.
Guided by social role theory, social science research has established an individual's earnings relative to their partner (i.e., their relative income) as an important indicator of various marital‐ and well‐being‐related outcomes. Yet, despite a deep interest in employee compensation systems, management scholars have rarely considered the implications of relative income for workers. To address this oversight, we consider how the conformity values of dual‐income couples jointly predict relative income and how this relationship varies by gender. Further, we examine how relative income predicts employees' subjective career success and explore potential boundary conditions to this relationship. Using a time‐lagged study in a sample of 225 dyads, results from moderated polynomial regression analyses indicate that dyadic congruence in conformity values predicts relative income in a gender‐dependent way. Additionally, moderated multilevel regression analyses illustrate that respondents with lower absolute income display a stronger positive relationship between relative income and subjective career success. Relative income's effects on subjective career success do not depend on gender. We discuss the theoretical and practical implications of our findings regarding gender, conformity values, relative income, absolute income, and subjective career success.
The study examined effect of cultural diversity on organisational performance: a case study of Nigerian breweries. The study employed descriptive survey adopting sampling technique to select representative samples of 279 of staff of Nigerian Brewery Plc, Ninth Mile Enugu, Nigeria. Questionnaires were administered to generate primary data that was used for this study. A descriptive method was used and descriptive statistics has to do with presenting the data collected and the correlation of the variables. However, linear regression will be used in testing the hypotheses. This will be done with the aid of Statistical Package for Social Sciences (SPSS) software ver.22 to fully analyze the data by coding the items and entering them into the SPSS for analyses. The results of the finding show that ethnic diversity has significant influence on organisational efficiency of Nigerian Breweries (r =.898, P<.05). The study revealed that religious diversity has significant influence on employee commitment of Nigerian Breweries (r =.846, P<.05). The study recommends that organisation's management need to adopt a diversity approach so as to support equal employment and tackle with ethnic discrimination at the workplace. There is a need to organise religious diversity training which will enhance employee awareness of these negative consequences, can help change general perception and behavior, and can encourage a positive diversity climate 1.
Banyak studi mengatakan bahwa orang-orang dengan relational mobility tinggi memiliki kesempatan untuk membentuk hubungan baru dan mengakhiri hubungan lama dengan mudah. Namun, penelitian yang mengeksplorasi perubahan values ditinjau dari mobilitas individu belum banyak dilakukan. Penelitian ini bertujuan untuk meneliti peran relational mobility terhadap perubahan work values. Penelitian ini menggunakan desain cross-sectional dan menguji 240 partisipan penelitian dengan mengontrol variabel usia dan area tinggal (urban versus rural). Analisis regresi linier dilakukan dua tahap untuk menguji peran relational mobility terhadap work values. Hasil penelitian menunjukkan, relational mobility secara positif memprediksi perubahan work values (terutama nilai achievement, balance, independence, influence, integrity, power, respect, and status) dengan ataupun tanpa mengontrol area tinggal dan usia. Sementara itu, area tinggal dan usia mempengaruhi peran relational mobility terhadap work values, kecuali pada value integrity dan power.Many research investigated that individuals high in mobility have opportunities to form new connections and terminate old ones. However, research that explore values changing in terms of individual’s mobility has not been instigated. This research aimed to investigate the role of relational mobility in changing works values. This study used a cross sectional design to examine 240 participants by controlling age and living area (i.e., urban versus rural). Two steps linear regression was used to examine the role of relational mobility on work values. The result indicated that relational mobility positively predicted a change in most work values (i.e., achievement, balance, independence, influence, integrity, power, respect, and status) with or without controlling living area and age. Meanwhile, living area and age influence the role of relational mobility in work values but not in integrity and power.
This foundational text was one of the first books to integrate work from moral philosophy, developmental/moral psychology, applied psychology, political and social economy, and political science, as well as business scholarship. Twenty years on, this third edition utilizes ideas from the first two to provide readers with a practical model for ethical decision making and includes examples from I-O research and practice, as well as current business events. The book incorporates diverse perspectives into a "framework for taking moral action" based on learning points from each chapter. Examples and references have been updated throughout, and sections on moral psychology, economic justice, the "replicability crisis," and open science have been expanded and the "radical behavioral challenge" to ethical decision-making is critiqued. In fifteen clearly structured and theory-based chapters, the author also presents a variety of ethical incidents reported by practicing I-O psychologists. This is the ideal resource for Ethics and I-O courses at the graduate and doctoral level. Academics in Organizational Behavior and Human Resource Management will also benefit from this book, as well as anyone interested in Ethics in Psychology and Business.
Este libro condensa una serie de textos teóricos y empíricos producto de una
línea de investigación en el área de la Psicología Social, Cultural y Política iniciada en
el año 2004, y formalizada en el año 2008 a través de proyectos de investigación financiados por la Agencia Nacional de Promoción Científica y Tecnológica (ANPCyT),del ingreso de varios de los miembros del equipo local a la Carrera del Investigador Científico y de la obtención de becas doctorales y posdoctorales del Consejo Nacional de Investigaciones Científicas y Técnicas (CONICET). Es también el resultado del intercambio constante con docentes e investigadores de instituciones extranjeras, así como de la participación conjunta durante más de diez años en proyectos de investigación transculturales que se refleja en los cincuenta y dos autores de catorce países que colaboran en esta obra.
El propósito, y desafío, fue compilar un conjunto de trabajos que reflejara
algunas de las problemáticas actuales que interpelan a la reflexión e investigación en Psicología Social, Cultural y Política. Se pretendía ofrecer a estudiantes avanzados, docentes e investigadores del área textos que abordaran de forma reflexiva y provocadora procesos teóricos sustanciales, así como estudios aplicados que proveyeran diversidad de contextos, problemáticas, marcos y técnicas de sustento empírico.
El sustrato común a los textos es la necesidad de superar las visiones individualistas de los análisis psicosociales, y de orientarlos al estudio de la construcción
de significados colectivos que regulan las relaciones sociales. Por ello el apartado de procesos teóricos se inicia con la propuesta de Staerklé y Doise de una psicología social del orden social, de una psicología societal como marco que permite captar la intervención de complejos mecanismos societales de regulación social en las cogniciones, evaluaciones y decisiones individuales. Como bien indican los autores, la investigación en psicología social tiene muchos componentes políticos y no es una tarea fácil establecer límites claros entre estas dos tradiciones de investigación, por lo que se sugiere que la contribución de la psicología social a la psicología política debe encontrarse en un abordaje general denominado psicología societal cuyo objetivo principal es la investigación de la intervención de las formas sociales de conocimiento compartido tales como las ideologías, las normas y las representaciones sociales en el funcionamiento cognitivo individual.
The aim of this paper is to identify common challenges amongst academic libraries and museums environments through service paradigm lens in support of our approach "Library as a museum". It addresses the new technological age and the university environment prompted by the Bologna process. In the Internet age it is common within the academic world to ask about the future of libraries and librarianship. This is not a completely new trend. Other cultural institutions, such as art galleries and museums are subject to similar transformations in this digital age, experiencing the same challenges. Nowadays, all library managers can be considered curators, since they act similarly, either by using their skills and knowledge to construct paths for the users, so that these can easily have access to the vast body of analog and digital resources, or by providing services, such as borrowing and swapping data, image and sound collections. Librarians must be centered in the academic communities, be considered as customers and be focused on their services in order to prompt users to a new knowledge landscape. Libraries, museums and other similar institutions are usually non-profit organizations centered in knowledge content that, by acting according to a new concept service, provide service packages that meet the customers use. The adoption of a service centric focus is proposed as being the core to a service-marketing approach. In this sense, the production of intangible elements becomes more tangible in the communication process and in the provision of the services, rendering them more memorable, concrete and allowing the increasing of service consumption. The study presented in this paper is guided by the research question ''What does the consumer expect from a library experience that could be common to an identical one at museums?". The paper adopts a service research paradigm informed by a service operation approach that looks at what consumers want, how they interact, how they perceive processes, how the service flows, how it manages other aspects of servicescape, and finally how these factors interact in order to influence positive judgments by customers.
Optimization of human performance today is the key ingredient to success when there is a huge downfall in economy due to novel corona virus. Life has become a struggle for continued existence, especially during the times of pandemic. In such conditions, people who are going out for work are more vulnerable. Scarceness of fund, illness, poverty, and pitiable employment opportunities is mainly for the people in the mounting pandemic times. As many employees are often trying to cope up with their health, economic, social, and psychological issues, intelligence comes in their way when they are dealing with the people and working hard in an organization. Social intelligence plays a significant role in their life, in getting along well with others. Hence, the review was done to see if social intelligence works as a tool for human performance optimization, especially for people who are going out and serving others. The secondary data indicate that employee’s performance and social intelligence have a positive relationship. Proper optimization of human performance was seen in people with high social intelligence. Further, studies also indicated that social intelligence enhanced motivation and created values in employees which in turn helped in human performance optimization.
This chapter explores the transferability of indigenous knowledge to contemporary context in the form of values to address common criticisms surrounding public administrative system (PAS) in Sri Lanka, such as bribery, ineffectiveness, harassment, and nepotism. It is difficult to detach indigenous knowledge and history from Buddhist philosophy in Sri Lanka. We turn to these Buddhist philosophies and historical social practices that were silenced in colonial and post-independence PAS. These core values are never claimed sole ownership in Buddhist philosophy and are recognized commonly in any civilized society. We find that Buddhist teachings and practices of righteousness, discipline, public interest, democracy, and non-discrimination at the individual, and social level, showcase the grounds for eliminating unethical behaviors in governance such as wrong-doings, bribery, harassment, and nepotism, in PAS. Thus, we recognize the possibility of using the underlying core values of Buddhist philosophies in recalling and re-covering Sri Lankan indigenous values to overcome the limitations of contemporary post-colonial public administrative organization.KeywordsIndigenous knowledgeBuddhist philosophyValuesPost-colonyPublic administrationSri Lanka
This study examines the relationship between perceptions of high‐commitment HRM, person‐organization (P‐O) fit, organizational engagement, and deviant workplace behaviors. Drawing on social exchange theory (SET) and P‐O fit theory, a mediated moderation model is proposed in which P‐O fit moderates the relationship between high‐commitment HRM and organizational engagement, which, in turn, relates to deviant behaviors. Using two multilevel multisource datasets, from a shipping management company (Study 1) and an international seaport (Study 2), the results of generalized multilevel structural equation modeling (GSEM) revealed that the relationship between high‐commitment HRM and deviant behaviors was mediated by organizational engagement. Furthermore, a significant indirect relationship was found from high‐commitment HRM perceptions to deviant behaviors through organizational engagement for low, but not for high, P‐O fit. Theoretical and practical implications are discussed.
The concept of work values ing life and expectations from the working life. In a rapidly changing world with a focus is a concept that covers the individual’s perspective on workon technology, globalization, and digital transformation, the lifestyles of individuals,
societies, and organizations are also changing. In this context, the working values of young people
gain different importance in the transforming working life. Because the concept of work value is related to the general values of the individual. Fundamental changes experienced since the past recent
history have significantly affected the values and work values of individuals compared to previous
generations. It is critical for organizations to keep up with current changes on the way to reach their
goals, to understand the work values of new generations entering the working life, and to develop and
implement policies based on these facts, in order to make the organizational processes sustainable in
competitive market conditions.
The population of the study for the research was determined as young people between the ages of
15-24 who are not in education, employment, and training in the province of Izmir. In this context,
the sample size was determined as 384, and the data was collected by survey method. Data of 397 participants were included in the study, with inappropriate participant data excluded from the study. The
Lyons Work Values Survey (Lyons Work Values Survey-LWVS) was used. Confirmatory factor analysis
was applied to the scale and the compatibility of the existing structure of the scale with the sample was
demonstrated. Cronbach’s Alpha internal consistency coefficients were calculated to evaluate the internal consistency reliability of the four factors confirmed by confirmatory factor analysis. These internal
consistency values were found to be .93 for the instrumental sub-dimension, .84 for the social sub-dimension, .94 for the cognitive sub-dimension, and .86 for the prestige sub-dimension. These high internal consistency values indicate that the reliability of the scale and its sub-dimensions is quite good
and that it can be used reliably with this factor structure.
Keywords: Work values, Lyons Work Values Survey, NEET, confirmatory factor analysis
This study examined work values of undergraduate students in two comparable state universities in Russia and the United States. The study investigated how work values of undergraduate students in these two cultures differ across country and gender. Examining undergraduate students' work values give us insights into their flexibility at work, motivation for employment, and job persistence.It is imperative to gain such insights of the global work force for employees and employers with respect to future employment. Such knowledge will help us address future graduates' needs as well as foster an efficient and pleasant work environment.The current study showed that there are significant differences between American and Russian students regarding work values and attitudes toward unemployment. The key findings indicated that Russian students had a more positive attitude toward work than American students on most items measuring work values, whereas American students had more negative attitude toward unemployment and a much higher life satisfaction than Russian students.
Digitalizing organizational learning inherently has cultural values that may be competing. To better understand these competing values, I report an action research study of a higher learning institution’s development of a Digital Portal to their organizational learning initiative of Reflective Practice-based Learning. I use Cameron and Quinn’s (2006) questionnaire, a Competing Values assessment instrument designed to access competing values in organizational culture related to the dimensions of an internal versus external focus and flexibility versus stability. However, I adjust the instrument through ethnographic sensitivity, making it useful to the organization’s technical development of a Digital Portal. As an ethnographer and action researcher, I braid problem-solving and research experiences by adjusting and using this assessment instrument. The paper presents an ethnography of this braiding with an impressionist tale of how competing values can inform action research in digitalizing organizational learning. Finally, the contribution of using ethnographic sensitivity to question questionnaires and establish symbolic artifacts when digitalizing for individual and organizational learning is discussed and related to previous research.
Work values have been receiving increased research attention. Ravlin, Meglino, and their associates have recently conceptualized and provided measurement of work values. Although the effects of work values on job satisfaction, commitment, and individual decision making have been studied, work values have not been explicitly linked to job choice decisions. Using a sample of professional degree students and a policy-capturing design, we examined the influence of organizational work values on job choice in the context of job attributes that have been shown to affect this decision process. Organizational work values significantly affected job choice decisions. Individuals were more likely to choose jobs whose value content was similar to their own value orientation.
The Minnesota Importance Questionnaire (MIQ), measuring work values, was administered to 23 monozygotic and 20 dizygotic reared-apart twin pairs to test the hypothesis that genetic factors are associated with work values. Both univariate and multivariate analyses were performed. In the univariate analysis, intraclass correlations were computed to estimate the proportion of variability in work values associated with genetic factors for each of the 20 MIQ scales and for the 6 higher order work value scales. The multivariate analysis used maximum likelihood estimation to separate the genetic and environmental factors for the correlated higher order scales. Results from both analyses indicated that, on average, 40% of the variance in measured work values was related to genetic factors, whereas approximately 60% of the variance was associated with environmental factors and error variance. Implications for job enrichment and motivation theories are discussed.
This research note examines the relationship between age and work values and indicates possible avenues for future research and theoretical development. Cherrington (1977) has presented three arguments explaining why older workers are more work oriented than younger workers. First, one's perspective and frame of reference are changed by the sheer number as well as the different kinds of experiences associated with growing older. Second, specific historical experiences, such as the great depression or World War II, have a strong impact on one's work values. Third, the work values of older and younger workers are different because older workers received different kinds of training and socialization pressures than did younger workers. Two empirical studies have reported a significant positive relationship between age and work values. Susman (1973) found that older workers reported greater pride in job accomplishment among a sample of 256 employees. Aldag and Brief (1975) reported a significant correlation coefficient of .305 between age and the pro-Protestant ethic scale of Blood (1969). In contrast, Taylor and Thompson (1976) reported negative relationships between age and three of the five work values they measured. However, the relationships were not particularly consistent. Empirical comparisons of older and younger workers show that older workers generally have higher incomes, more seniority, higher socioeconomic status, and less education. It is necessary, therefore, to determine whether work values are related to age or to other explanatory variables.
Contrary to popular opinion, the vast majority of complaints about the poor quality of school graduates who enter the workforce are not about a lack of academic skills but instead focus on deficiencies of appropriate work attitudes and behaviors. In fact, attitudes and behaviors have a significant impact on workforce quality and can be developed both in schools and on the job.
On the basis of H. A. Simon (1990), the value of concern for others is proposed to derive from a process whereby individuals accept social information without carefully weighing its personal consequences. This value may thus reflect a sensitivity to social information that is unrelated to helping others. In 3 studies examining individuals’ reactions to performance feedback, the reactions of persons high in concern for others were less contingent than those of persons low in concern for others on the personal costs and benefits of accepting and responding to feedback. In contrast, persons low in concern for others were likely to reject feedback that did not result in valued personal outcomes. Because many models of organizational behavior maintain that individuals act on the basis of their evaluation of personal consequences, this value may relate to a wide range of organizational phenomena.
This research investigates a particular value-assessing instrument, the Rokeach Value Survey (RVS), for its applicability to cross-cultural marketing. The study establishes that in measuring values a Likert type of scaling approach is not significantly less reliable than the more cumbersome ranking approach used by psychologists. Scaling also may be better suited to marketing applications. A “multiprofile-multimethod” matrix analysis suggests that the Rokeach “terminal” and “instrumental” profiles are reliable and distinctive.
General methodological difficulties are discussed, particularly; the need to discuss similarity only with respect to specified dimensions, loss of information involved when configurations are reduced to indices, the need to interpret a similarity index as a relative rather than as an absolute measure, and the general non-comparability of scale units involved in profiles. The measure D is presented. This is, for two profiles, the sum of the squared deviations of corresponding scores, and is a general expression for dissimilarity (distance in the hyperspace of k variates). 27 references.
Understanding and predicting behavior in organizations requires a consideration of person and situation factors, and how these factors interact. This paper develops and longitudinally tests a model of person-organization fit (POF). POF is defined, and antecedents (selection and socialization) and consequences (commitment, performance, and tenure) are examined.
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Research has not adequately separated the factors responsible for prosocial behaviors intended to benefit specific individuals from those intended to benefit an organization. Antecedents of the behavior of 100 secretaries were examined as a function of the beneficiary of the behavior. The value of concern for others and empathy explained significant variance in prosocial behaviors directed only at specific individuals (prosocial individual behavior). Perceptions of reward equity and recognition explained significant variance in behaviors directed only at the organization (prosocial organizational behavior). With these effects removed, the relationship between job satisfaction and prosocial organizational behavior was no longer significant, whereas the relationship between job satisfaction and prosocial individual behavior remained significant. Results suggest that the psychological processes that underlie prosocial behavior are different depending on the beneficiary of the behavior.
The present paper examines the effect of a central cultural value, individualism-collectivism, on social loafing in an organizational setting. A study was conducted to test the hypothesis that collectivistic beliefs influence the incidence of social loafing. Forty-eight managerial trainees each from the United States and the People's Republic of China worked on an in-basket task under conditions of low or high accountability and low or high shared responsibility. The results of regression analyses demonstrate the moderating role of collectivistic beliefs on social loafing, and they are discussed in terms of social responsibility and its relation to performance in work groups.
Data from 492 college students indicated that group size and individuals' identifiability, sense of shared responsibility, and levels of individualism or collectivism influenced peer-rated cooperation in classroom groups. Levels of individualism or collectivism moderated the effects of size and identifiability on cooperation but not those of shared responsibility. These findings suggest that models of free riding and social loafing provide insights into individualistic cooperation in groups but are limited in their ability to explain the cooperation of collectivists.
To understand better the differences in power between subunits, this paper examines the relationship between perceived departmental power and the extent to which departments appear to share important organizational values with top management. Critical contingency perspectives on intraorganizational power are used as a catalyst for exploring similarity of organizational values as an additional determinant of power. Interview and survey data from a quick-service restaurant chain and a robotics company are used to provide support for the role of perceived similarity in values for determining power. Perceived value congruity between department members and top managers, examined from the perspectives of both groups, was found to account for unique variance in departmental power when controlling for the effects of critical contingencies. An objective measure of the similarity of values between department members and top managers, however, was unrelated to departmental power.
Confusion persists in the study of values partly because values are made synonymous with things valued. But the term should be reserved for satisfactions that are self-sufficient. These should be distinguished from instrumental satisfactions and from pleasures, interests, compulsions and benefits added. Parsons' pattern variables refer to the considerations involved in electing values rather than to values themselves. Becker's dichotomy of the sacred and secular refers to the considerations involved in the conservation of values. It is suggested that five types of values can be distinguished, viz. membership, partisanship, ownership, interest and face. Some observations are made on the requirements for their empirical study.
This research investigates a particular value-assessing instrument, the Rokeach Value Survey (RVS), for its applicability to cross-cultural marketing. The study establishes that in measuring values a Likert type of scaling approach is not significantly less reliable than the more cumbersome ranking approach used by psychologists. Scaling also may be better suited to marketing applications. A "multiprofile-multimethod" matrix analysis suggests that the Rokeach "terminal" and "instrumental" profiles are reliable and distinctive.
This article addresses some of America's pressing problems and the important role of administration and executive leadership in remedying the problems. Three major problems are described: the degradation of the environment, the growing number of people included in the "underclass," and the ethical abuses which have been so prevalent recently. These problems are traced to some basic values that currently are widely held in American society. These values include 1) a short-term rather than a long-term perspective; 2) a focus on the ends rather than the means; and 3) an emphasis on the individual over the community. We call this combination of values the ethic of personal advantage. Our suggestions for reform include educational debate, legal oversight and restrictions, and internal organizational changes. But most of all courageous leadership is needed. Our problems must be raised to the level of a national debate centered on reform and guided by our administrative and managerial elite.
Research into the relationship between personal values and organizational phenomena has enjoyed a lengthy history. As a result, there is fair agreement among management scholars about two things: what values are and with what they vary. There are also substantial gaps in understanding, including how (if) values cause behavior and what happens to them when the individual joins an organization or enters an occupation. The authors identify some possible reasons for these gaps, having to do with the level(s) at which the values construct is conceptualized, methodological irregularities in values research, and neglect by management scholars, and discuss attendant corrective actions.
Description: "Research in Organizational Behavior, Volume 4"
This study surveys 155 executivesfrom the People's Republic of China (PRC), Hong Kong, and Canada to investigate whether norms for organizational design and management are subject to a process of globalization. The survey consisted of structured questionnaires using two different sets of Likert-like importance rating scales. One set of scales examined organizational design norms. The other setfocused on the desired attributes of a good manager The balance of the evidence from this study supports the hypothesis of globalization. However, the study also indicates that some norms of organizational design that reflect basic cultural values are resistant to change and convergence. Furthermore, the study indicates that regulatory and political differences may be reflected in local adaptation of organizational and management design norms.
In 1968 and 1971, the National Opinion Research Center (NORC) obtained national data for rankings of 18 terminal and 18 instrumental values. In 1974 and 1981, the Institute for Social Research (ISR) obtained additional data for the same 18 terminal values. In a 1985 study, Inglehart compared the 4 sets of terminal value rankings thus obtained and found them to be remarkably stable. These same data also show, however, that Americans underwent dramatic value changes during the same period. The most disturbing finding is that equality, the value previously found to be highly correlated with antiracist and liberal attitudes, decreased more than any other value. This and other value changes contradict well-established NORC, Gallup, and ISR findings showing (a) impressive increases in antiracist attitudes and (b) a "much more variable" and (c) "much lower level of support" for attitudes toward implementation of integration. We propose a theoretical explanation of the three sets of contradictory findings. Moreover, we offer a theoretical explanation of naturally occurring stability and change in American value priorities.
Questionnaire data were obtained from 149 enlisted men in the U.S. Navy. The job scope (JS)-satisfaction with the work itself (SWI) relationship was examined for the study's total sample and for subsamples created by grouping individuals on the basis of their degree of belief in the Protestant Ethic (PE). It was hypothesized and found that the JS-SWI relationship was positive and significantly different from zero for the study's total sample and each of the three PE subsamples. Contrary to one of the study's hypotheses, PE did not moderate the JS-SWI relationship. The study's results were discussed in terms of their implications for theory and practice in the area job design.