A work values approach to corporate culture: A field test of the value congruence process and its relationship to individual outcomes.

Abstract

The purported advantage of a strong corporate culture presumes that positive outcomes result when peoples' values are congruent with those of others. This was tested by using a design that controlled for artifacts in prior studies. Participants, 191 production workers, their supervisors (N = 17), and 13 managers at a large industrial products plant, completed questionnaires containing measures of job satisfaction, organizational commitment, and work values. Responses were later matched with the attendance and performance records of the production workers in the sample. Results showed that workers were more satisfied and committed when their values were congruent with the values of their supervisor, \felue congruence between workers and their supervisors was not significantly correlated with workers' tenure; however, its effect on organizational commitment was more pronounced for longer tenured employees.

Person-Environment Fit: a critical review of the previous studies and a proposal for future research

“…In the above cited studies, the relationship between superior-subordinate congruence and performance was found to be positive. On the other hand, Meglino, Ravlin & Adkins (1989) found a negative association between superior subordinate congruence and the rated quality and quantity of the performance of the subordinate. The results of Meglino et al (1989) clearly contradict findings in other studies.…”

“…On the other hand, Meglino, Ravlin & Adkins (1989) found a negative association between superior subordinate congruence and the rated quality and quantity of the performance of the subordinate. The results of Meglino et al (1989) clearly contradict findings in other studies. Further research ought to be conducted to resolve this apparent controversy.…”

The clinical governance of the soul: ‘deep management’ and the self-regulating subject in integrated community mental health teams

“…In some organisational literature there is a good deal of emphasis on the value of positive employee attitudes and a sense of alignment with the organisation's core values (Meglino, Ravlin, & Adkins, 1989;Posner, 1992;Syrett et al, 1997). The sense of shared meaning with colleagues and emotional attachment to core values and philosophies has been linked to positive work attitudes and enhanced work performance.…”

Employees as internal audience: how advertising affects employees’ customer focus

“…A great deal of scholarship supports the importance of employee value congruence with supervisors, leaders and organizational culture, and links value congruence to various outcomes including satisfaction, commitment, emotional engagement, trust and performance (Avolio 2000;Chatman 1991;Jung and Avoilo 2000;Kirkpatrick and Locke 1996;Meglino et al 1989;Shamir et al 1993). Collectively, research shows that value congruence makes shared meaning and coordinated behavior more likely.…”