A test of value congruence effects

Abstract

SummaryThis study investigated value congruence eects on organizational commitment and job satisfaction. We used the competing values framework to measure values, and responsesurface methodology employing polynomial regression equations to investigate congruence eects. Our sample, 1,358 hospital employees, made judgments about their personal preferences for the four competing value setsÐinternal process, open systems, rational goal, and human relations. They also rated how much the same values were operating in the organization. We predicted that organizational commitment and job satisfaction would be maximized when a`match' or`congruence' occurred between the two component value measures. We evaluated congruence eects using the following criteria: (1) the proportion of variance explained by the overall equation was signi®cant; (2) the quadratic and interaction terms were signi®cant individually and as a set, and their signs were in the right direction; (3) the implied constraints were valid; and (4) no higher-order terms beyond those indicated by the model were signi®cant. The results indicated that although quadratic and interaction components were present in all eight models, they were weak in their support for congruence. The study's ®ndings suggested that congruence eects were relatively unimportant compared to main eects in explaining variance in organizational commitment and job satisfaction, at least in the large organization we investigated in this study.

Testing Personal Orientations - Organizational Climate Fit using Polynomial Regressions, Response Surface, and Bootstrapping

“…Our findings from this study align with theory (Caplan & Harrison 1993;Ekehammar 1974;Kristof 1996;Pervin 1989) and research (Castiglia 2006;Kalliath et al 1999;Livingstone et al 1997;Van Vianen 2000), suggesting that the fit between person and organization characteristics has an impact on organizational outcomes, specifically, organizational commitment. Young and Parker (1999) found that individuals with similar levels of need strength share collective climate membership.…”

The congruence of actual and perceived person–organization fit

“…In general, the importance of human relations predicted perceived fit best for both organizations, this is consistent with other studies in which actual fit precedes work attitudes such as commitment (e.g. Kalliath et al, 1999a;Vandenberghe and Peiro ´, 1999). In the human relations model, there is a strong emphasis on human resource and training, focusing on the importance of cohesion and morale.…”

“…This pattern also appears in previous studies using individual perceptions of actual value congruence (e.g. Kalliath et al, 1999a). We expect that this result is both to be expected and problematic, given the operationalization of these items (i.e.…”

The attributes of organizational change

“…Furthermore, dominance analysis showed that human relations dominates in terms of explaining variance in coping strategies, which is consistent with prior work on P-O value congruence (Kalliath et al , 1999). This result indicated that human relations oriented values have a materially greater impact on coping strategies than do other values.…”