Values and Work: Empirical Findings and Theoretical Perspective

Roe, Robert A.; Ester, Peter

doi:10.1080/026999499377646

Cited by 28 publications

(34 citation statements)

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“…The shared values form of organizational values, however, takes no account of asymmetric power relations within organizations and so does not reflect the relatively greater influence of the personal values of more senior and centrally located members over those on the periphery Hage & Dewar, 1973). The concept is also limited by the extent to which there can be any meaningful sense of shared values, particularly in larger organizations (Meglino & Ravlin, 1998;Roe & Ester, 1999). In small work groups convergence around similar shared values is more probable because of the proximity of members and the frequency with which they interact (Maierhofer et al, 2003).…”

Section: The Shared Values Formmentioning

confidence: 99%

Organizational Values: A Dynamic Perspective

Bourne

Jenkins

2013

Organization Studies

174

169

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We make the case that there are four distinct forms of organizational values -espoused, attributed, shared and aspirational. These partial, but related forms encompass variation in temporal orientation and levels of analysis. We use these forms to reveal the dynamic nature of organizational values by delineating the evolution of gaps and overlaps between them. We set out a series of propositions, originating from institutional, organizational and managerial sources to explain the nature of movement between these distinct forms of values and the potential implications for organizational behaviour and performance. Finally, we consider the possibilities of this fine-grained analysis of the organizational values concept for future research.

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Section: The Shared Values Formmentioning

confidence: 99%

Organizational Values: A Dynamic Perspective

Bourne

Jenkins

2013

Organization Studies

174

169

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“…Work values are considered as goals that employees desire and expect to realise through working (De Cooman et al ., ). They play an important role in an individual's vocational choice and influence work‐related attitudes (Roe and Ester, ; Hofmans et al ., ). Whereas work values are relatively stable across time and situations within an individual, they by definition differ between individuals (De Cooman et al ., ).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…Whereas work values are relatively stable across time and situations within an individual, they by definition differ between individuals (De Cooman et al ., ). Because work values affect the importance that employees attach to different reward types (Roe and Ester, ), we believe that individual differences in work values will help us to explain individual differences in the effect of satisfaction with the different reward types. In this study, we focus on three particular work values, being financial security, recognition and interpersonal contact.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

How reward satisfaction affects employees’ turnover intentions and performance: an individual differences approach

Gieter¹,

Hofmans²

2015

Human Resource Management Journal

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We challenge the assumption that satisfaction with rewards has the same effect on the behaviour and attitudes of every employee, and hypothesise that there are individual differences in the effects of (satisfaction with) financial, material and psychological rewards on turnover intentions and task performance. Survey data from 179 employees are combined with supervisor‐rated task performance data and analysed with cluster‐wise regression analysis. As for task performance, no employee types or individual differences were found. However, we identified three different employee types revealing a unique relationship pattern between satisfaction with financial, material and psychological rewards and turnover intentions. These employee types also differed in socio‐demographic characteristics and work values. Our findings illustrate that to be able to fully understand the underlying relationship between rewards and employee outcomes, scholars need to adopt an individual difference perspective and methodology. Implications for practice, limitations and opportunities for future studies are discussed.

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“…Throughout the last decades, the study of work values and job motives has gradually drawn more interest from work and organizational psychology, economics and human resource management (Judge & Bretz 1992). Both constructs have been studied, among many other reasons, because of their relation to particular key attitudes and psychological states such as job satisfaction, organizational commitment and work motivation (Dose 1997, Meglino & Ravlin 1998, Roe & Ester 1999).…”

Section: Introductionmentioning

confidence: 99%