The value of value congruence.

Abstract

Research on value congruence has attempted to explain why value congruence leads to positive outcomes, but few of these explanations have been tested empirically. In this article, the authors develop and test a theoretical model that integrates 4 key explanations of value congruence effects, which are framed in terms of communication, predictability, interpersonal attraction, and trust. These constructs are used to explain the process by which value congruence relates to job satisfaction, organizational identification, and intent to stay in the organization, after taking psychological need fulfillment into account. Data from a heterogeneous sample of employees from 4 organizations indicate that the relationships that link individual and organizational values to outcomes are explained primarily by the trust that employees place in the organization and its members, followed by communication, and, to a lesser extent, interpersonal attraction. Polynomial regression analyses reveal that the relationships emanating from individual and organizational values often deviated from the idealized value congruence relationship that underlies previous theory and research. The authors' results also show that individual and organizational values exhibited small but significant relationships with job satisfaction and organizational identification that bypassed the mediators in their model, indicating that additional explanations of value congruence effects should be pursued in future research.

A Multimethod Approach to Identifying Norms and Normative Expectations Within a Corporate Hierarchy: Evidence from the Financial Services Industry

“…Section 4 describes our results and Section 5 concludes, while some details of the ethical dilemmas are provided in the Section 6, the Appendix. 5 We will have more to say on this below, but the degree to which an employee's personal ethical opinions overlap with the norms actually held by his peers or with the ethical norms held by the corporate leadership can be thought of as a measure of 'fit' (see Edwards andCable 2009, Ambrose et al 2008;Herrbach and Mignonac 2007;Schminke et al 2005, Valentine et al 2002.…”

Personality similarity in negotiations: Testing the dyadic effects of similarity in interpersonal traits and the use of emotional displays on negotiation outcomes.

“…Specifically, we utilized the block variable approach recommended by Edwards and Cable (2009). In this context, the relationship between the personality polynomial terms and positive emotional displays (i.e., the After estimating the path between the personality polynomial terms and positive emotional displays, we then estimated the relationship between positive emotional displays and the negotiation outcomes after controlling for the effects of personality similarity (i.e., the "b" path in the mediation models).…”

“…Specifically, we utilized the block variable approach recommended by Edwards and Cable (2009). In this context, the relationship between the personality polynomial terms and positive emotional displays (i.e., the "a" path in a mediation model), is estimated by creating a "block variable" for each dyad by multiplying the estimated polynomial regression coefficients from equation 1 pertaining to personality similarity (i.e., b1 through b5) with each dyad's raw data to obtain a series of weighted linear composite values.…”

The Effect Analysis of Perceived - expected Organizational Support Consistency on Employee Performance

“…Third, under the condition of incomplete consistency, the dependent variable values and changes with the independent variables are proved. Edwards & Cable (2009) [5] , Edwards & Parry(1993) [6] showed that there is very little perfect consistency effect. Under the premise of not completely matching, polynomial regression equation and response surface analysis have a great practical value to potential information.…”