REJECTED VALUES: POINTERS TO PRIORITIES IN REJECTED VALUES: POINTERS TO PRIORITIES IN REJECTED VALUES: POINTERS TO PRIORITIES IN REJECTED VALUES: POINTERS TO PRIORITIES IN ORGANIZATIONS? ORGANIZATIONS? ORGANIZATIONS? ORGANIZATIONS? (original) (raw)
Related papers
ENACTING CORPORATE VALUES: THE ROLE OF SENIOR MANAGERS' PERSONAL VALUE PRIORITIES
2000
This paper takes values and organizational identity as a basis for investigating the relationship between senior managers' personal values and their interpretation of their organization's corporate values, from which we develop propositions concerning the relationship between individual and corporate values at senior management level. Twenty-two senior managers from two large organizations were interviewed in order to elicit their personal values and explore their interpretations of corporate values.
Individual values in organizations: Concepts, controversies, and research
Journal of Management, 1998
The values of managers and employees in organizations are phenomena that have captured the interest of researchers, practitioners, social critics, and the public at large. Despite this attention, there continues to be a conspicuous lack of agreement on what values are and how they influence individuals. In this article we discuss how values have been defined and conceptualized. Focusing on values as desirable modes of behavior, we describe how they affect individuals in organizations and discuss some of the salient controversies that characterize contemporary research on values. Finally, we report on a comprehensive review of the most recent literature in this area. Direct all correspondence to: Bruce M. Meglino, The Darla Moore
;-People's personal values in organizations are phenomenon that have captured the interest of academic researchers in organizational and business studies, psychologists, practitioners, and social scientist. Despite of many research and considerations there are many still different opinion on what values are, how values are perceived at workplace, and more importantly what actual roles of people's personal values are in the ways they think, feel, and act in the work place. The main objective of this study is to conduct a study for the topic-VALUES
Value of Values for Practicing Managers and Leaders
Sydney Business School Papers, 2011
The aim of this article is to increase the awareness of and practical knowledge about values and their impact on management practices and behavioral and performance outcomes in organizations. It explores the meaning of values by using "preferences and priorities" and by differentiating values from other closely related concepts such as ethics, attitudes,needs, and morals. It also highlights some important evolving value patterns pertaining to customers, organizations,and employees belongs to three generations: Boomers, Generation X, and Generation Y. Another interesting aspect of the article is the exploration of evidence with regard to impact of values as an independent, moderator, and dependent variable on management practices and employee's behavior and performance. This review is supported by the fact that how the knowledge about degree of intensity and relative importance of value orientations can be used by managers and decision-makers. The discussion of implications of values for practicing managers is also supplemented by the arguments that "values can be modified" and "values should not always be in mesh in organizations". The article concludes by presenting numbers of sayings made by leaders and managers highlighting value of values in their personal and work life.
Applied Psychology, 2019
Arieli, Sagiv, and Roccas's lead article provides a timely and important review of the role of individual values and their role in organizations. At the same time as identifying several key areas of progress, the review identifies significant gaps. In this commentary, we focus on additional gaps that merit attention. In particular, we highlight a need for greater theoretical clarity in the literature about the concrete ways in which values are instantiated in different organizational contexts, roles, and cultural settings. We argue that the growing importance of values in studies of organizational
Management by values: are some values better than others?
Purpose – The purpose of this paper is to clarify the concept of organizational values from the management by values perspective and develop an understanding of the features of well-functioning organizational values in the context of management by values. Design/methodology/approach – Organizational values and management by values are analyzed using the systems theory approach, whereby organization consists of individuals and both the organization and the individuals have values interdependent of each other. Findings – The paper concludes that there are specific features about organizational values and values statements that make it more effective to manage by values. It is argued that management by values deals with only a certain layer of organizational values – the layer that is conscious and explicit. The paper shows that, from a management by values perspective, organizational values should be instrumental (as opposed to basic), regulate employee character (as opposed to behaviour), and relate to wellbeing and the ethical (as opposed to survival) dimension. Practical implications – There are clear implications for managers in their attempt to formulate or revise organizational values. Originality/value – The main value of the paper lies in the thorough analysis of extensive literature that has been published in relation to organizational values and their management to date. The paper shows the state of play in the field and suggests a way forward.
Values Congruence from the Executives’ Viewpoint: Value-Based Practices
Economics & Sociology, 2016
The permanent dilemma of congruence between personal and organizational values, prevailing in the research, fosters the new search for answers and the ways to achieve the coherence of employees and organizations. Therefore, this paper investigates the ways of strengthening the congruence of personal and organizational values as applied in organizations from the viewpoint of executives and how to harmonize individual values and those prevailing in organizations. The study is conducted using a semi-structured interview method, giving informants additional questions arising in the course of the interview. The executives of 8 organizations participated in the research. It was found that the causes for value' incongruence of the person and the organization in the researched organizations are different, and the gap is determined by different experiences with value management in the organizations presented in this paper.
Values at Work: The Impact of Personal Values in Organisations
Applied Psychology, 2018
This paper reviews and integrates past research on personal values in work organizations, seeking to portray the role personal values play in shaping the choices and behavior of individuals in work settings. We start by addressing the role of values in the occupational choice people make. We then review research on the relationships of personal values to a variety of behaviors at work. We continue with discussing the multiple paths through which managers' values affect the organizations and its members. In the last section, we address the interplay between organizational levels, and discuss the congruency between personal and organizational values and its implications for organizations and their employees. Together, the research reviewed indicates how the broadness and stability of values make them an important predictor of behavior at various levels of the organization. We end by discussing directions for future research on values in organizations.
Organizational Values: A Dynamic Perspective
Organization Studies, 2013
We make the case that there are four distinct forms of organizational valuesespoused, 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.