Occupational Values in Lithuania Police Organization: Managers‘ and Employees‘ Value Congruence

Abstract

Organizational values are long-term belief of what is right and what is wrong, and what is desirable and valuable in work situation. They dictate behaviour of members of the organization. Therefore, organizational values are a key element of organizational culture. The purpose of this paper is to present results from survey of the organisational values of Lithuanian police organization which is going through the process of organizational transfomation. That is why it is so important to identify how oficially expressed values, goals and norms of organization are shared among the members of the organization. A questionnaire was developed and 199 Kaunas city headquarters officers were interviewed. 21 police organizational values were based on Glomseth, R., Gottschalk, P., Hole A.S. (2010) police personnel occupational values. This paper analyzes the employees' perception about the dominant and less important occupational values. The results of the survey show that police officers highlighted such professional values as time being firm, task orientation versus relation, security and integrity rather than effectiveness and productivity, formal communication preferable to informal, control rather than freedom, hierarchy rather than equality and empowerment, firm leadership and tradition versus changes. The hierarchy of occupational values shows that the organization is fully formalized, and its activity is controlled and planned. Status impact on the perception of value was determined-although employees similarly perceive organizational values, there are more similarities among proffesionals and managers than between first line officers and managers.

Work Values of Police Officers and Their Relationship With Job Burnout and Work Engagement

“…The priorities given to various work values may differ between different cultures, due to individual differences or the availability of resources in a particular police district or country (this is the case also for Maslow’s hierarchy of needs). Ruibyte and Adamoniene (2013) pointed out that a change in values may occur over time in post-transformation (that is after the fall of the iron curtain and the transformation to market-based capitalism) countries such as Lithuania, because of rapid changes in society, increased competition, and thus, more demanding work conditions. The current study was performed in Poland, which is a post-transformation country.…”

“…Some situations in the work of police officers may be very stressful and require critical decision-making, and it is thus desirable to know which high-priority work values are shared by other police officers, at least in a specific culture or district. Furthermore, Ruibyte and Adamoniene (2013) showed that police officers valued work values other than effectiveness and productivity. In this profession the correct balance between extrinsic and intrinsic work values is particularly desirable because they are deeply held driving forces and they form the culture of the organization ( Wasserman and Moore, 1988 ).…”

Do values reflect what is important? Exploring the nexus between work values, work engagement and job burnout

“…Consequently, it becomes important to know and understand the high-priority work values of security officers. In addition, researchers also highlighted that security officers give more emphasis on work values than to productivity and effectiveness (Herrmann and Glaser, 2021; Ruibytė and Adamonienė, 2013). Thus, in this job role, stability in intrinsic and extrinsic attribution of work values is predominantly required, as values are sincerely held by them and work as driving forces in the culture of the organisation (Rattrie et al , 2020).…”

Conflict in Organization: Indicator for Organizational Values

“…One of the most influential researchers of organizational culture, Edgar Schein, brings out that organizational values are one of the key elements of organizational culture; according to them, we can understand and appreciate the culture of the organization itself, its specificity [30]. Organizational values determine organizational behaviour and culture [31]. Values are important in the organization because the resemblance in the perception of the same organizational values makes organizational culture effective and functioning [32].…”