Depletion from Self‐Regulation: A Resource‐based Account of the Effect of Value Incongruence

Abstract

LSE has developed LSE Research Online so that users may access research output of the School. Copyright © and Moral Rights for the papers on this site are retained by the individual authors and/or other copyright owners. Users may download and/or print one copy of any article(s) in LSE Research Online to facilitate their private study or for non-commercial research. You may not engage in further distribution of the material or use it for any profit-making activities or any commercial gain. You may freely distribute the URL (http://eprints.lse.ac.uk) of the LSE Research Online website.This document is the author's final accepted version of the journal article. There may be differences between this version and the published version. You are advised to consult the publisher's version if you wish to cite from it. Value incongruence between employees and organizations has been identified as a negative work condition. An attitude-based account suggests that value incongruence gives rise to negative attitudes toward organizations and thus causes low performance. To complement this mechanism, we propose a resource-based account based on ego-depletion theory, which suggests that value incongruence consumes an individual's regulatory resources and leads to low work performance. In support of this view, results from two survey studies and a vignette experiment reveal that value incongruence is positively associated with ego depletion, which in turn is negatively related to work performance. The mediation effect of ego depletion is independent of the attitude-based mechanism as represented by job satisfaction and affective commitment. Consistent with the affective consistency perspective, the relationship between value incongruence and ego depletion is stronger among employees high in positive affectivity, and weaker among employees high in negative affectivity. The corresponding moderated mediation analysis shows that the indirect effects of value incongruence on work performance through ego depletion vary as a function of positive and negative affectivity. This investigation unravels the self-regulatory consequence of value incongruence and shows that the resource-based mechanism of value incongruence operates differentially as a function of dispositional affectivity. (Kristof, 1996), is detrimental to employees and organizations (Schneider, 1987). To understand the negative influences of value incongruence, an attitude-based account based on the similarity-attraction framework (Schneider, 1987) perspective. The ego depletion mechanism provides a plausible account of the negative effects of value incongruence, but this mechanism has rarely been discussed in the extant literature. VALUE INCONGRUENCE AND EGO DEPLETIONIn this paper, we develop a resource-based model of value incongruence by drawing upon ego depletion theory (e.g., Baumeister et al., 1998;. To underline the organizational relevance of ego depletion and to establish the distinctiveness of the ego depletion mechanism, we examined its incremental predictive va...

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