Fitting in organizational values

Huang, Ming‐Feng; Cheng, Bor‐Shiuan; Chou, Li-Fang

doi:10.1108/01437720510587262

Cited by 66 publications

(7 citation statements)

References 35 publications

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“…Two studies suggested that supervisors and the support they provide are related to employees' fit perceptions. Huang, Cheng, and Chou (2005) found that charismatic leadership had a positive relationship with employees' perceptions of PO fit, and Chen and Chiu (2008) reported that supervisory support was correlated highly (r = .57) with perceived PO fit. Although these studies are prone to common source bias, they provide preliminary evidence that supervisors can influence employees' fit perceptions.…”

Section: Future Directionsmentioning

confidence: 99%

Person–environment fit.

Kristof‐Brown

Guay

2011

APA Handbook of Industrial and Organizational Psychology, Vol 3: Maintaining, Expanding, and Contracting the Organization.

335

367

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Of all the issues in psychology that have fascinated scholars and practitioners alike none has been more pervasive than the one concerning the fit of person and environment. (B. Schneider, 2001, p. 141) Person-environment fit is defined as the compatibility that occurs when individual and work environment characteristics are well matched (Kristof-Brown, Zimmerman, & Johnson, 2005). Models of personenvironment (PE) fit have always been a prominent theme in the field of industrial and organizational psychology. The notion that people are differentially compatible in particular work environments is so well accepted that Saks and Ashforth (1997) called the topic "a cornerstone of industrial/organizational psychology and human resources management" (p. 395). B. Schneider (2001) concluded that "the concept of person-environment fit is so pervasive as to be one of, if not the, dominant conceptual forces in the field" (p. 142). Yet in the same article, B. Schneider also notes, "There is considerable ambiguity over what is appropriate research from a person-environment fit perspective" (p. 150). Thus, the purpose of this chapter is as much to review where research on PE fit has been as it is to illuminate what the research contains and where it is going.

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Section: Future Directionsmentioning

confidence: 99%

Person–environment fit.

Kristof‐Brown

Guay

2011

APA Handbook of Industrial and Organizational Psychology, Vol 3: Maintaining, Expanding, and Contracting the Organization.

335

367

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“…The findings from these authors indicated that the leadership styles of head teachers have some influence on academic performance of students. Based on this background, the following hypothesis are developed: H1a: Instructional leadership has significant positive impact on school performance H1b: transactional leadership has significant positive impact on school performance H1c: transformational leadership has significant positive impact on school performance Studies such as Krishnan, (2005) and Huang & Chou, (2005) have demonstrated the significant relationship between leadership styles and employees' satisfaction in business organization. In this sense it is established that, the kind of leadership style exhibited in an organization determines the level of employee job satisfaction and their commitment towards the duty.…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

School Performance and Leadership Styles Nexus: Exploring the Mediation Effect of Teacher Job Satisfaction in the Public Senior High Schools in Ghana

2020

JEP

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The increasing complexities of school settings and global educational reforms, school leadership has been recognized to play a key role in school performance worldwide. Nonetheless, the mechanisms through school leaders contribute to school performance has not been fully established till date especially due to difference in context of study, regional and cultural convolutions. To address this research lacuna, the study investigated the extent to which leadership styles directly and indirectly contribute teacher job satisfaction and school performance among selected Public Senior High Schools in the Kumasi Metropolis in Ghana. A sample size of 500 respondents were randomly selected and the Structural Equation Modelling (SEM) approach with Smart PLS software version 3.0 were employed for the analysis the data from the study. The study revealed that instructional, transactional, and the transformational leadership styles are the predominant leadership styles employed by the heads of the Public Senior High Schools in the study area. The instructional, transactional, and the transformational leadership styles have statistically significant and positive direct impacts on teachers' job satisfaction and school performance. Furthermore, teachers' job satisfaction only played statistically significant partial mediation effects in the relationship between transactional and transformation leadership styles and school performance. The study recommend that leadership in the senior high schools should put premium emphasis on the kind or leadership styles employed and teacher job satisfaction in their effort to improve school performance.

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“…Empirical studies conducted since 1999 have proved that congruence of personal and organizational values is positively related to employees' satisfaction with work (Lauver & Kristof-Brown, 2001;Silverthorne, 2004;Verplanken, 2004;Westerman & Cyr, 2004;Siegall & McDonald, 2004;Huang et al, 2005;Ostroff et al, 2005;Lawrence, 2006;Cennamo & Gardner, 2008;Edwards & Cable, 2009;Greguras & Diefendorff, 2009;Chiang & Birtch, 2010;Kallas et al, 2010;Posner, 2010;Suar & Khuntia, 2010;Leung & Chaturvedi, 2011;Ahmad & Veerapandian, 2012;etc. ), commitment to the organisation (Finegan, 2000;Silverthorne, 2004;Westerman & Cyr, 2004;Huang et al, 2005;Ostroff et al, 2005;Lawrence, 2006;Cennamo & Gardner, 2008;Greguras & Diefendorff, 2009;Chiang & Birtch, 2010;Posner, 2010;Suar & Khuntia, 2010;Leung & Chaturvedi, 2011;Agarwal & Sagar, 2012;etc. ), identification with the organisation (Cable & DeRue, 2002;Edwards & Cable, 2009;etc.…”

Section: Literature Reviewmentioning

confidence: 99%

“…), proactiveness (Suar & Khuntia, 2010), delegation of decision-making (Ren, 2010), contextual activity, when the employee performs more than stated in his / her job description (Lauver & Kristof-Brown, 2001;Vogel & Feldman, 2009;etc. ), and influences employees' performance results (Huang et al, 2005;Lawrence, 2006;Greguras & Diefendorff, 2009;Suar & Khuntia, 2010;etc.). It should be noted that value congruence reduces employee turnover (Lauver & Kristof-Brown, 2001;Cable & DeRue, 2002;Siegall & McDonald, 2004;Westerman & Cyr, 2004;Ostroff et al, 2005;Cennamo & Gard-ner, 2008;Edwards & Cable, 2009;etc.…”

Section: Literature Reviewmentioning

confidence: 99%

Reliability of methodological and psychometric characteristics of the questionnaire of congruence of personal and organizational values

Vveinhardt

Gulbovaitė

2018

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Research background: Congruence of employees’ personal and organizational values means that the employee both accepts and cherishes organizational values, as well as follows them in daily activities of the organization. Different forms of values in the organization are derived from three subjects (employees, managers, and the organization as a whole). From this perspective, value congruence occurs when employees’ personal values match the organizational values, which are supported by the top management of the organization and are acceptable to the majority of members of the organization. Purpose of the article: To carry out verification of methodological and psychometric characteristics of the questionnaire of congruence of personal and organizational values. Methods: The survey of employees was carried out in 15 organizations, of which 11 are private and 4 belong to the public sector (N=374), and on the basis of the results of the research statistical and psychometric analysis of the data was performed. By developing the instrument of congruence of personal and organizational values, an analytical reflection method was applied. To conduct the empirical study, the mixed methods approach was employed, consistently combining qualitative and quantitative research methods, substantiating the research results with different data sources and forms. An expert assessment method was chosen for identification of validity of the constructed instrument and suitability of its content. To identify the perceived congruence of personal and organizational values, employees’ personal values, the values prevailing in the organization and the climate of the organization, employees’ attitudes towards work and organizational performance results, the employees’ questionnaire surveys in fifteen organizations were conducted. The sample was formed employing the stratified sampling methodology. To identify the reliability of methodological and psychometric characteristics of the constructed questionnaire, factor distribution, Cronbach alpha and Spearman Brown coefficients, factor weights, resolutions of test steps were calculated and explained. Multivariate statistical methods: correlation and factor analysis, etc. were also applied. Findings & value added: The reliability and validity of the questionnaire were empirically proved and it is recommended that scholars researching values in organizations and value congruence should use the Questionnaire of Congruence of Personal and Organizational Values for Employees with the authors’ consent.

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Fitting in organizational values

Cited by 66 publications

References 35 publications

Person–environment fit.

Person–environment fit.

School Performance and Leadership Styles Nexus: Exploring the Mediation Effect of Teacher Job Satisfaction in the Public Senior High Schools in Ghana

Reliability of methodological and psychometric characteristics of the questionnaire of congruence of personal and organizational values

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