The aim of the two studies was to confirm and clarify the relationships between values and components of organizational commitment (OC) in two organizations. Study 1 extended the work of Finegan (2000) by investigating antecedents of OC in terms of personal and perceived organizational values while controlling for the effects of tenure. Study 2 involved a field experiment to investigate the consequents of OC in terms of turnover intention, how such intention varies as a function of the values of the alternative employer, and how it is related to the different components of OC. The results of Study 1 provide support for the argument that perceived organizational values are drivers of values-based OC, but that unlike the related components of affective and normative OC, continuance OC may not be values-based. Study 2's results indicated that turnover intention was higher in a company supporting vision values, and that affective OC acted as a buffer against interest in alternative employment. Together these findings imply that companies adopting prosocial values, such as vision, selfdirection, and humanity may enhance affective and normative OC, and thus performance.Values have been defined as desirable, trans-situational goals, varying in importance, that serve as guiding principles in people's lives (Schwartz, 1992). They are drivers of behaviour (Rokeach, 1973), including workplace behaviour (Schwartz, 1999). Dose (1997) observes that 'so much of our time is spent in a working environment, work values are particularly significant and salient ' (p. 236). Much values research has focused on how individuals, groups, organizations, and cultures differ in the values they hold, and how these differences affect behaviour. Recent work by Schwartz and Bardi (2001) investigated similarities among value priorities. They found that some 'pan-cultural motivational values, including: benevolence (preservation and enhancement of the welfare of people with whom one is in frequent contact), self-direction (independent thought and action, choosing own goals), and universalism (understanding, appreciation,

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A modified version of the stop signal task (suitable for use with very young children) was administered to a pre primary school group of children (<5 years, 6 months); a young primary group (5 years, 7 months to 7 years, 6 months); a mid primary group (7 years, 7 months to 9 years, 6 months) and a group of adults. Significant age differences in the ability to inhibit responding were found. These results highlight the need for measures of response inhibition which are appropriate for use with very young children, when the first signs of inhibitory skills are emerging. It is also imperative that such measures allow the assessment of skills across a broad range of age groups in order to comprehensively monitor their development.

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