Do Values and Value Congruence Both Predict Commitment? A Refined Multi-Target, Multi-Value Investigation into a Challenged Belief

Abstract

Empirical research increasingly challenges the suggested central role of value congruence for commitment. The present study aimed to provide detailed insights into whether and how value levels and value congruence influence commitment. Specifically, this study investigated the effects of value levels and value congruence on commitment, while differentiating between seven value dimensions and between perceived values from and commitment to the organization, supervisor, and team as separate targets. This differentiated approach provides more extensive insights into relationships between values and commitment by demonstrating consistencies and differences across targets and value dimensions. Data from a cross-organizational sample of 1000 employees were analyzed using polynomial regressions with response surface analyses. Results showed that perceived target values most consistently demonstrated strong effects on commitment to that target. Their effects were mostly independent of employee values. Value congruence only contributed to commitment for values concerning performance expectations toward employees. Across targets, people-centered values were most strongly linked to commitment. Accordingly, perceived values of commitment targets, and especially people-centered values, seem to play the key role in value–commitment associations, whereas value congruence has limited practical relevance for commitment. Therefore, practitioners should foster strongly perceived positive values, especially people-centered values, from key commitment targets within organizations, rather than aim for value congruence. This study advances the debate on value congruence’s role for commitment by showing that congruence effects are restricted to certain values, whereas perceived target values are consistently linked to commitment, hence recommending a shift of focus in value–commitment research.