The Ethical Aftermath of a Values Revolution: Theoretical Bases of Change, Recalibration, and Principalization

Giacalone, Robert A.; Jurkiewicz, Carole L.; Knouse, Stephen B.

doi:10.1007/s10551-011-1169-2

Cited by 7 publications

(4 citation statements)

References 51 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Hechter (1993) summarized the impediments of values studies as: values being unobservable; inadequate theories for understanding how values shape behaviours; difficulties in measuring values. The latter point is echoed by Giacalone, Jurkiewicz, and Knouse (2012), because of values shifting over time.…”

Section: Introductionmentioning

confidence: 99%

Evaluating espoused values: Does articulating values pay off?

Jonsen

Galunic

Weeks

et al. 2015

European Management Journal

View full text Add to dashboard Cite

Section: Introductionmentioning

confidence: 99%

Evaluating espoused values: Does articulating values pay off?

Jonsen

Galunic

Weeks

et al. 2015

European Management Journal

View full text Add to dashboard Cite

“…Social-oriented values are epitomized by considerations of system-wide repercussions of policy and practical decisions and their impact on the global community. Naturally not every individual will embrace or embody all or perhaps any of these values, although research demonstrates that most have adopted them to varying degrees (Giacalone et al 2012). The degree to which individual employees shift their value sets affects the organization's ability to respond to them as a collective whole, which impacts the development of programs, policies, ethical codes, and practices (Giacalone et al 2016).…”

Section: Global Values Revolutionmentioning

confidence: 99%

“…Additionally, public sector problems and solutions are increasingly viewed as local equals global, meaning a realization that what happens in one area affects what happens everywhere, as the search for best practices, growing diversity, and social media have added weight in moving the process forward. This has envigorated the synthesis of values across cultures, countries, and sectors toward a potential global ethic (Jurkiewicz 2012).…”

Section: Implications For the Future Of Public Servicementioning

confidence: 99%

Deconstructing NPM: Public Service Values in a Global Public Administration

Jurkiewicz

Mujkic

2020

The Palgrave Handbook of the Public Servant

Self Cite

View full text Add to dashboard Cite

show abstract

“…The common classification of work values differentiated between work values being of intrinsic or extrinsic origin. In the past, various approaches to categorize work values have been made (Harding and Hikspoors, 1995;Lyons et al, 2010;Ros et al, 1999;Elizur, 1984;Sagie et al, 1996), extending this structure to other target values related to status, freedom, social, and altruistic/expansive values (Giacalone et al, 2012;Ros et al, 1999;Lyons et al, 2010).…”

Section: Work Valuesmentioning

confidence: 99%

Change in China? Taking stock of blue collars’ work values

Schmitz

2019

JCHRM

View full text Add to dashboard Cite

Purpose This paper aims to provide insights into current issues, such as changing expectations and needs of blue-collar workers, from both an employee and HR perspective, to provoke further research in the business context on this crucial cohort, as well as broaden the current understanding of Human Resources Management (HRM) measures and incentives implemented by the respective foreign companies. Design/methodology/approach The author conducted semi-structured interviews with 25 Chinese employees of German multinational companies working in the automobile industry located in Shanghai. Among them, 17 were blue-collar workers and 8 were white-collar workers (General Manager or HR Manager). Findings Besides factors attributed to work conditions, all of the work values are located in the individual domain, regarding their level of focus (Facet C according to Lyons et al.). Work values in the growth orientation domain (Facet B according to Lyons et al.) show a mix between context- and growth-oriented factors. However, context-oriented factors are still outnumbering the frequency of growth-oriented ones. Regarding the modality of work values (Facet A), all of the categories (instrumental, social, cognitive and prestige) were reflected in the answers of the blue-collar workers. Research limitations/implications Due to the limited number of interviewees no final statement can be made on how age, education, gender, or other demographics influence certain work values. Additionally, Inglehart and Abramson (1994) also mention other potential explanations for observed differences, such as inflation or unemployment rates, and per capita gross national product which were not discussed in this research. Furthermore, the HR management selected the interview candidates regarding the blue-collar cohort which could indicate biased answers of the interviewees. Practical implications HRM systems (e.g. reward systems or job design) should be adapted to meet the individual preferences of employees and be sensitive toward a potential value change among certain generational cohorts. The findings showed that although pay is still on the mind of the blue-collar worker, career development seems to be even more important for the future blue-collar workforce. Therefore, companies should as well consider non-financial retention strategies in the future. Social implications Due to the talent shortage in China, employee’s ability to assert their interests, wishes and values could be taken to a new level. However, this does not hold true for the (still increasing) flood of migrant workers, often suffering from bad working conditions or discrimination incurred by their hukou status. Although recent changes in the labor regime have taken place (e.g. social insurance reform and labor contract law), the protection of migrant workers still remains insufficient. Originality/value By examining the work values of blue-collar workers, this paper draws meaningful implications for talent management with regard to work outcomes, in particular voluntary employee turnover, which is considered to be an issue of concern by both economists and businessmen.

show abstract

The Ethical Aftermath of a Values Revolution: Theoretical Bases of Change, Recalibration, and Principalization

Cited by 7 publications

References 51 publications

Evaluating espoused values: Does articulating values pay off?

Evaluating espoused values: Does articulating values pay off?

Deconstructing NPM: Public Service Values in a Global Public Administration

Change in China? Taking stock of blue collars’ work values

Contact Info

Product

Resources

About