Effect of Work Values on Work Outcomes: Investigating Differences between Job Categories

Ueda, Yutaka; Ohzono, Yoko

doi:10.5430/ijba.v3n2p98

Cited by 14 publications

(17 citation statements)

References 28 publications

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“…Work values have been defined as “important factors that influence motivation and positive behavior at work” (Ueda & Ohzono, , p. 98). They reflect needs or “an individual's reinforced preferences” that should be satisfied when participating in work, because individuals chose their career based on these preferences (Choi, Kwon, & Kim, , p. 154).…”

Section: Tracking Generational Differencesmentioning

confidence: 99%

How work values and organizational outcomes differ by generational cohort in Malaysia's manufacturing sector

Kee¹,

Ching²,

Ng³

2019

Glob Bus Org Exc

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An empirical study of 164 employees at seven large‐scale manufacturers in Malaysia's Penang Free Trade Zone suggests that work values, job satisfaction, organizational commitment, and turnover intention of various generational cohorts differ. Baby Boomers have a higher level of organizational commitment and job satisfaction than their coworkers in Generation X and Generation Y, while Generation Xers have the lowest level of intention to quit. In addition, Baby Boomers have a high level of intrinsic, altruistic, and prestige work values, while Generation Xers have higher intrinsic, extrinsic, social, and prestige work values. In illuminating how organizational outcomes vary by generational cohort, this study suggests ways that human resource professionals can tailor their policies and practices to achieve organizational goals.

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Section: Tracking Generational Differencesmentioning

confidence: 99%

How work values and organizational outcomes differ by generational cohort in Malaysia's manufacturing sector

Kee¹,

Ching²,

Ng³

2019

Glob Bus Org Exc

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show abstract

“…People with extrinsic work values are motivated by external factors such as salary, promotion or job security (Ueda and Ohzono, 2012). Because employee voice is aroused as a voluntary act without considering rewards, extrinsic work values might not predict employee voice.…”

Section: Work Values and Employee Voicementioning

confidence: 99%

“…That is why work values have a significant role in motivating people. Therefore, the way people develop their attitudes are related with these values (Ueda and Ohzono, 2012). In classifying work values there are different approaches.…”

Section: Introductionmentioning

confidence: 99%

“…In classifying work values there are different approaches. The most and frequently used classification is intrinsic and extrinsic work value groups (Ueda and Ohzono, 2012). Intrinsic work values cover helping others, freedom at work and task variety; extrinsic values on the other hand include high salary, having prestigious job and work-life balance.…”

Section: Introductionmentioning

confidence: 99%

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The Relationship Between Work Values and Employee Voice

Ünler¹,

Caliskan²

2017

Pressacademia

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Purpose-Values are "conceptions of the desirable that guide the way social actors to select actions, evaluate people and events and explain their actions" (Schwartz, 1999, 124). People re motivated by the values they hold, and who have values receive stronger work outcomes (Tevrüz et al., 2015). The purpose of the current study is to understand the effect of work values on different types of employee voice. Methodology-The questionnaires were distributed to randomly selected companies located in Istanbul. Some of them were personally given to respondents and some were sent by e-mail. In total, 300 questionnaires were distributed of which 244 were returned (%81,3 return rate). Findings-Employee voice is determined by work values using "work goals" scale of Tevrüz et al. (2010) and "employee voice" scale of Maynes and Podsakoff (2014), and help to determine the motivational source of promotive or prohibitive voice. Conclusion-Research exploring the employee voice and work values relationship is scant. The present study will contribute to the existing area by considering different point of view. Why people voice or not can be understood with the held work values.

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“…Although work values are often classified into several categories, researchers have not adopted a consistent classification (Liu & Lei, 2012;Ueda & Ohzono, 2011). A number of researchers have adopted a more fundamental dichotomization of intrinsic vs. extrinsic work values.…”

Section: Ocb and Work Valuesmentioning

confidence: 99%

Effects of Workers’ Careers and Family Situations on OCB-Related Work Values

Ueda¹,

Ohzono²

2013

IJBM

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A variety of reasons why workers exhibit organizational citizenship behaviors (OCBs) have been discussed; one that has received limited attention is that certain of workers' work values (i.e., their OCB-related ones) cause them to take certain types of discretionary contributions to organizations for granted. We investigate the effects of workers' careers and family situations on OCB-related work values by examining data collected from 6,860 Japanese workers. Hierarchical regression analysis revealed some expected effects of labor hours, marital status, and annual income on work values relevant to OCB for individuals (OCBI) and OCB for the organization (OCBO). However, male workers' organizational tenure was not associated with OCB-related work values, whereas that of female workers was negatively associated with OCBI-related work values, contrary to expectations. Some implications for future research are also discussed.

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Effect of Work Values on Work Outcomes: Investigating Differences between Job Categories

Cited by 14 publications

References 28 publications

How work values and organizational outcomes differ by generational cohort in Malaysia's manufacturing sector

How work values and organizational outcomes differ by generational cohort in Malaysia's manufacturing sector

The Relationship Between Work Values and Employee Voice

Effects of Workers’ Careers and Family Situations on OCB-Related Work Values

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