A work values approach to corporate culture: a field test of the value congruence process and its relationship to individual outcomes

Article Abstract:

The purported advantage of a strong corporate culture presumes that positive outcomes result when peoples' values are congruent with those of others. This was tested by using a design that controlled for artifacts in prior studies. Participants, 191 production workers, their supervisors (N = 17), and 13 managers at a large industrial products plant, completed questionnaires containing measures of job satisfaction, organizational commitment, and work values. Responses were later matched with the attendance and performance records of the production workers in the sample. Results showed that workers were more satisfied and committed when their values were congruent with the values of their supervisors. Value congruence between workers and their supervisors was not significantly correlated with workers' tenure, however; its effect on organizational commitment was more pronounced for longer-tenured employees. (Reprinted by permission of the publisher.)

Corporate culture, Organizational effectiveness, Job satisfaction

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Effect of values on perception and decision making: a study of alternative work values measures

Article Abstract:

Four alternative methods of measuring values were used to examine the impact of work values on perception and decision-making tasks. Perception and its relation to values was assessed using interpretation of ambiguous stimuli. The effect of values on decision making was evaluated using within-subject regression analyses of 20 separate decisions. A total of 103 undergraduate subjects completed values measures and the perceptual and decision-making tasks in three work sessions, each separated by from 2 to 4 days. A rank order measure of values related more consistently to perception and decision making than did other measurement methods. Results also provide some support for a theory of values in which values affect perceptual organization and act as a guide to decision making. (Reprinted by permission of the publisher.)

Decision-making, Decision making, Analysis, Usage, Values, Values (Philosophy)

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Initial decisions and subsequent performance ratings

Article Abstract:

Often, performance appraisals are made on the basis of information remembered from previous encounters. How does information originally encountered for one decision appear when used for a later one? Videotaped episodes involving carpenters at work were shown to subjects who later had to use their memory of the tapes to develop employee evaluations. The experiment showed that the pattern of information presentation and nature of previous decisions can affect later views of the information and the ratings that result.

Psychological aspects, Human resource management, Employee performance appraisals, Performance appraisals, Performance standards, Job performance standards

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