How do I know I am valued?

Abstract

Purpose – The purpose of this paper is to understand the phenomena of an employee “being valued” in the context of a manufacturing SME. Design/methodology/approach – A qualitative study using rich data from in-depth interviews following a classical (Glaserian) grounded theory. Findings – A three dimensional concept of authentic pride enablement, altruistically-orientated shared-purpose and servant leadership explained the reasons people felt valued. Research limitations/implications – The limitations were that this study was in one context Practical implications – The implications are that if organisations consider a servant leadership approach, enabling of authentic pride and fostering of altruistically-orientated shared-purpose, this may help employees feel valued. Social implications – This has implications for how organisations can show their employees that they are valued. Originality/value – “Being valued” is a concept/construct that is widely quoted as a driver for employee engagement and yet rarely unpacked.

Influencers and consequences of Organisational Commitment within Sheffield City Region’s mid-sized businesses

“…This construct could be considered to be theoretically similar to Claxton's (2014) theory of 'supportiveness' and the concept that the organization are internally supportive and leaders approachable. (Meyerson & Martin, 1987).…”

“…As has been discussed earlier in this Chapter and in Chapter 5, a number of cultural factors will influence the manner in which employee's experience being led, including internal communication channels and the employee mind-set. Claxton (2014) found that leadership is linked to feeling valued, supportiveness and how approachable the leaders are. The personal goals of the employee will also have an impact on the employee willingness to be led (White & Mackenzie-davey, 2003).…”

“…Further, inclusion is described as a relationship between internal stakeholders and clearly links to the theme relationship. Claxton (2014) argued that being valued could be linked to direction and leadership of the organisation; she describes leaders as needing to be supportive and highly approachable, something that has been spoken about in this thesis under leaders as part of organisational direction. Perhaps most interesting is White and Davey's (2003, p. 230) Interestingly, White and Davey (2003, p. 233) concluded in their research that feeling valued through a 'relationship' between employer and employee was unique to their population,' as their sample had 'shared values.'…”