Another Look at the Impact of Personal and Organizational Values Congruency

Posner, Barry Z.

doi:10.1007/s10551-010-0530-1

Cited by 135 publications

(108 citation statements)

References 25 publications

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“…Employees whose values are well congruent with those of their organization will tend to be more positive about their workplace [49,50]. In particular, it has been found that congruence between employees' CSR values and their organization's CSR values is associated with employees' quality of work life [51].…”

Section: Moderating Role Of Person-csr Fitmentioning

confidence: 99%

Employees’ Participation in Corporate Social Responsibility and Organizational Outcomes: The Moderating Role of Person–CSR Fit

Chung

Yang

2016

Sustainability

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This study investigated the moderating effects of person-corporate social responsibility (CSR)-fit for the relationships between CSR participation and job satisfaction, organizational identification, and organizational commitment. The study was conducted in South Korea and sampled 393 full-time employees from several conglomerates. The study found CSR participation to be positively related with job satisfaction, organizational identification, and organizational commitment. Furthermore, person-CSR fit significantly moderated the relationships between CSR participation and job satisfaction, organizational identification, and organizational commitment. These findings suggest that CSR participation positively affects organizational outcomes and that person-CSR fit enhances the relationships between CSR participation and the organizational outcomes. Therefore, the study suggests the importance of CSR participation and person-CSR fit in CSR initiatives, as CSR participation and person-CSR can promote a healthy work environment.

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Section: Moderating Role Of Person-csr Fitmentioning

confidence: 99%

Employees’ Participation in Corporate Social Responsibility and Organizational Outcomes: The Moderating Role of Person–CSR Fit

Chung

Yang

2016

Sustainability

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“…Wartości mają również istotny wpływ na podejmowanie decyzji w organizacji oraz wybór działań, którym poświęca się czas [Wilson 2003, Jin i Drozdenko 2010, Posner 2010], a zatem wpływają na poziom aktywności (zaangażowanie) pracownika.…”

Section: Wartości Jako Wyznacznik Aktywności Człowiekaunclassified

Wartości organizacyjne a zaangażowanie pracowników

Bursztyn

2016

KREM

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StreszczenieW artykule podjęto teoretyczne rozważania z wykorzystaniem najnowszej literatury przedmiotu stanowiące próbę wyjaśnienia wpływu wartości realizowanych w organizacji na zaangażowanie pracowników. Główne znaczenie w organizacji ma sposób, w jaki ludzie ze sobą współpracują, bezpośrednio wynikający z przyjętych i obowiązujących w organizacji wartości i budowanych na ich podstawie wzorców zachowań. Wartości organizacyjne, będąc regulacyjnym elementem kultury organizacyjnej, wyznaczają zasady współpracy w danej organizacji. Wartości motywują człowieka do działania, wskazując kierunek jego aktywności oraz stanowią podstawę do formułowania norm społecznych realizowanych w organizacji. W opracowaniu zwrócono szczególną uwagę na wagę zgodności pomiędzy wartościami organizacyjnymi i indywidualnymi wartościami pracowników.Słowa kluczowe: wartości, relacje społeczne, organizacja, zaangażowanie.

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“…Research shows that where the organization cultivates alignment between organizational and individual values, which is called value congruence in academic literature, it induces more positive employee attitudes such as organizational commitment and job satisfaction (O'Reilly et al, 1991;Silverthorne, 2004;Osftroff et al, 2005;Cennamo and Gardner, 2008;Posner, 2010;Leung and Chaturvedi 2011) Although the values construct is widely evoked in organizational literature, but tends to be compromised by lax conceptualization so that the progress of values research continues to be constrained by the lack of a common theoretical basis (Stackman et al, 2000). It happens, because individuals' values and values of organizations espouse may differ from what they practice (Schein, 1985).…”

Section: Phenomenon Of Personal and Organizational Valuesmentioning

confidence: 99%

Different Values Forms in Organization: is the Congruence Possible?

Vveinhardt¹,

Gulbovaitė

Štreimikienė³

2016

MJE

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The organizations especially actively declaring the importance of values quite often have not even diagnosed this phenomenon in their environment. The organizations often invite external experts, expecting to purify and implement organizational values, but declaration of values and their opposite reflection in the employees' behaviour show that the identified, but unimplemented values of the organization remain only a formal document, a part of the image of the organization that, however, has nothing to do with the general activities of the organization. Different forms of values exist in organizations, but we tend to uniform them, and speak only as about organizational values or values of the organization in a general sense, but no more. The problem is that the different forms arise from different subjects, and the objective is that the congruence would occur between the different forms of values. Therefore, the aim of the current paper is to clarify the concept of values forms in organization and highlight the perspective of these values congruence. Based on the analysis of the different forms of values distinguished in scientific literature, five most frequently encountered and discussed forms of values can be identified: core, espoused, attributed, shared and aspirational. The detailed analysis of forms of values in the organization shows that the congruence of these different forms of values is possible, but the activities of the organization in order to uniform the values must be particularly purposeful and targeted, and the first step is to find out those values. As the congruence occurs when the executives' espoused values match the employees' attributed values, they are shared and they go along with the core cultural values of the organization.

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Another Look at the Impact of Personal and Organizational Values Congruency

Abstract: managerial values, organizational values clarity, person–organization fit, personal values, congruency, shared values, values,

Cited by 135 publications

References 25 publications

Employees’ Participation in Corporate Social Responsibility and Organizational Outcomes: The Moderating Role of Person–CSR Fit

Employees’ Participation in Corporate Social Responsibility and Organizational Outcomes: The Moderating Role of Person–CSR Fit

Wartości organizacyjne a zaangażowanie pracowników

Different Values Forms in Organization: is the Congruence Possible?

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