Perceptions Of Organizational Values Research Articles

Incivility and interpersonal harm in organizational context: A qualitative exploration of values in STEM training programs.

This study investigates science, technology, engineering, and math (STEM) PhD students' perceptions of organizational values and incivility. Interviews with 26 STEM PhD students elicited examples of and perceptions surrounding incivility and related harms. Productivity, prestige, expertise, objectivity, self-sufficiency, and collaboration values were identified. Each included aspects deemed useful (e.g., productivity fueling discovery; expertise facilitating learning) as well as potentially contributing to harm when weaponized (e.g., productivity appeared in incivility stories when one "looked down" on those who did not work long days; expertise appeared when people gossiped about intelligence). Some aspects of collaboration (e.g., long-lasting working relationships fueling scientific discovery) may be protective. Organizational values such as productivity appeared to supersede considerations such as well-being. Current framing of these values may bolster refusal to engage in or support social justice and mental health efforts, which some participants identified as needed. Implications across settings are discussed.

INDIAN BUSINESS MANAGERS PERCEPTIONS OF ORGANIZATIONAL VALUES, ETHICS AND SUCCESS

The purpose of this paper is to investigate Indian business manager’s perceptions of organizational values and their assessment of the relationship between ethical actions and success. The findings indicate that most Indian managers feel that they work for organizations with strong values, however, a significant number of those managers also felt that unethical behavior helps one to succeed. In addition, we found that neither the size of the firm nor whether the company was public or private, had an effect on perceptions of organizational values or feelings about the relationship between ethics and success. Overall, this research provides some new and unexplored insights as to the role ethics play in an Indian manager’s assessment of their organization, their personal feelings about ethics and professional achievement. and how these ethical perceptions compare with managers in businesses in China.

Organizational Values Scale: Development, Validity and Reliability Study

With globalization, the changes in societies have affected organizations and brought the “human” factor to the fore. Since educational institutions are human oriented organizations, values have become an indispensable element of schools. Therefore, it is thought that determining teachers’ perceptions of organizational values will be useful in related researches. The aim of this study is to develop a scale that allows teachers to measure their perceptions of organizational values. The study sample was composed of 49 items and 232 teachers working in secondary schools. After performing Explanatory Factor Analysis, 5 sub-scales and 43 items was obtained. The total variance of the scale was explained by 60.683 %. The total Alpha rate of the scale was found to be .946. The structure of the scale, revealed by Explanatory Factor Analysis, was confirmed by Confirmatory Factor Analysis. It can be said that the scale is a valid and reliable data collection tool.

Perceções de Valores Organizacionais nas Forças Armadas Portuguesas: Proposta de Modelo Teórico-Metodológico

Perceções de Valores Organizacionais nas Forças Armadas Portuguesas: Proposta de Modelo Teórico-Metodológico

What We Say, What They Hear: Perceptions of Organizational Values and Ethical Climate in the Health Care Setting

Balancing the financial demands of hospital or clinic operations with the delivery of high quality, safe patient care is a vexing problem for health care executives. Operational goals around resource allocation present a challenge for leaders in that available resources are frequently not aligned with the demand for health care services.1 Clinicians at the bedside often cite organizational constraints as primary barriers to the delivery of the care they believe to be aligned with their personal and professional obligations to patients.2–4 Hence, these 2 priorities reside in perpetual tension. A moral conflict arises as each group attempts to reconcile these competing demands.

The effect of organizational separation on individuals’ knowledge sharing in MNCs

The ability of an organization to apply knowledge globally has been conceptualized as critical for the existence of multinational corporations (MNCs). We argue for an organizational separation effect on knowledge sharing that challenges the view of the MNC as a latent social community. Using a unique data-set of more than 4000 individual responses from an MNC, Telenor, we test how three types of drivers for individuals’ knowledge sharing – individuals’ motivation, and individuals’ perceptions of organizational values and organizational work practices – work differently within, as opposed to across, business units. Our analysis suggests that while intrinsic motivation, innovative values and job autonomy are relatively important drivers of knowledge sharing within the business units, extrinsic motivation, result-oriented values and participation in corporate employee development are relatively more important for knowledge sharing across business units.

Measuring Intimate Partner Violence (IPV) Service Providers’ Attitudes: The Development of the Survivor-Defined Advocacy Scale (SDAS)

Survivor-defined advocacy, which emphasizes survivor empowerment and systemic change, is an emerging preferred practice for intimate partner violence (IPV) service delivery. IPV service providers’ attitudes can facilitate or impede the implementation of this practice model. This article reports on the development and revision of the Survivor-Defined Advocacy Scale (SDAS), which assesses IPV service providers’ attitudes about their work and clients. Results for the SDAS yielded a two-factor solution: Survivor Empathy and Systems Advocacy. This study also examined the SDAS relationship to provider demographics, perceptions of organizational values, and compassion satisfaction. Compassion satisfaction accounted for most of the variance in survivor-defined advocacy. The implications of these findings and the potential uses of the SDAS with IPV providers are discussed.

Linking nurses' attitudes and behaviors to organizational values: Implications for human resource management

AbstractThe researchers use established measures of job satisfaction (JS) and organizational citizenship behavior (OCB) to analyze data obtained from nurses in an Australian hospital (N = 573), and to discuss implications for human resource management. In this study the researchers seek to understand the links between nurses' JS, OCB and their perceptions of the values espoused by the organization. Changes in JS and OCB as length of service increases are also examined. Findings suggest that JS and OCB are both significant predictors of nurses' perceptions of organizational values. The findings also suggest that nurses more readily internalize organizational values when levels of JS and OCB are high. A further finding is that the tendency to engage in OCB declines significantly as length of service increases.

Linking nurses' attitudes and behaviors to organizational values: Implications for human resource management

AbstractThe researchers use established measures of job satisfaction (JS) and organizational citizenship behavior (OCB) to analyze data obtained from nurses in an Australian hospital (N = 573), and to discuss implications for human resource management. In this study the researchers seek to understand the links between nurses' JS, OCB and their perceptions of the values espoused by the organization. Changes in JS and OCB as length of service increases are also examined. Findings suggest that JS and OCB are both significant predictors of nurses' perceptions of organizational values. The findings also suggest that nurses more readily internalize organizational values when levels of JS and OCB are high. A further finding is that the tendency to engage in OCB declines significantly as length of service increases.

Promoting Ethics in Organizations: A Longitudinal Study of Formal Ethics Training and Outcomes

In this paper, we adopt a multi-year study design to examine the effects of a fundamental component of formal ethics programs—formal ethics training— on important behavioral, perceptual, and cultural outcomes. Using three periods of data from the same employees in a large, multinational bank, we examine the short- and long-term effects of ethics training on unethical behavior, willingness to report unethical behavior, perceptions of organizational follow-through, perceptions of organizational values and strength of the normative structure. In both the short- and long-term periods after training, we find (1) lower levels of observed unethical behavior, (2) more willingness to report unethical behavior, (3) improved perceptions of organizational follow-through, and (4) a stronger normative structure (an indicator of organizational culture). Although perceptions of organizational values initially increased after training, the effects dissipated in the long-term. The robustness of the findings is tested using...

When Reaching Our Potential Predicts Low Values: A Longitudinal Study about Performance and Organizational Values at Call Centres

The present study was executed using data from a call centre in Sweden in which agents answered questions regarding financial advice. The aim of the study was to investigate the relationship of call centre agents’ perceptions about the work climate and the organizational values to their performance, as measured by the organization. In Study 1, agents (N = 106) reported their experience about the work climate and organizational values. Performance (i.e., percent of time on the phone for each work day) was then assessed for the next six consecutive months. In Study 2, agents’ perceptions of organizational values were measured among a new sample (N = 262) from the same call centre. Performance was measured during the next two consecutive years. With regard to the working climate, workers’ autonomy was negatively related to their own performance. The results show also a negative relationship between organizational values and performance during the two following years. Agents seem to maintain high productivity levels at the cost of organizational core values, perhaps due to the visible and rewarding nature of productivity.

Understandable and functional organizational values: true or false?

PurposeThe purpose of this paper is to show that in many earlier value studies, the emphasis has been in value management: this paper contributes to the value discussion through personnel perceptions in organizations (in different hierarchical levels). The aim is to study value processing more closely at company level and to find out what the phenomenon in practice means to the personnel: how they understand it. There is often said to be a contradiction between official and perceived values among personnel: these are studied further in this paper.Design/methodology/approachQualitative, multiple case study, interviews analyzed by content analysis.FindingsThis paper demonstrates value perceptions among personnel in three case companies and emphasizes the importance of mutual understanding of values in every day life. Personnel perceptions of organizational values are presented; especially the understanding of values as a management tool is studied further: values have to be understood through the own work before they can be really functional.Research limitations/implicationsThe quotations are interpreted through content analysis, so maybe another (e.g. discourse analysis) would have given deeper insight. Three different case companies are maybe too little to make any general assumptions.Practical implicationsThe need to reach mutual understanding about values among the whole personnel (not just the management) is extremely important in successful value processing. Too often these “soft” issues are forgotten and values are just declared by the management: no real understanding about organizational values exist. The practical implications are presented when suggestions for better values processing are given.Originality/valueThe paper demonstrates personnel perceptions in understanding organizational values. It is extremely important to clarify how people understand organizational values, before proceeding to the implementation process. This is too often forgotten in values studies.

Do male psychologists benefit from organizational values supporting work‐personal life balance?

This study examined the relationship of male psychologists’ perception of organizational values supporting work‐personal life balance in their workplace and their work experiences, indicators of work and life satisfaction and psychological well‐being. Data were collected from 134 men using anonymous questionnaires. Male psychologists reporting organizational values more supportive of work‐personal life balance also reported more joy in work, less job stress, lower intentions to quit, greater job, and career and more optimistic career prospects, satisfaction, fewer psychosomatic symptoms and more positive emotional and physical well‐being. Interestingly, organizational values supporting balance had no relationship with hours worked on job involvement.

The impact of person and organizational values on organizational commitment

This study explored the relationship between personal values, organizational values, and organizational commitment. Participants from a large petrochemical company rated 24 values with respect to how important the value was to them and how important it was to the organization. They also completed Meyer and Allen's commitment scale. The results of hierarchical multiple regression analyses found that commitment was predicted by the employees’ perception of organizational values. Furthermore, affective, normative and continuance commitment were each predicted by different clusters of values. This study highlights the importance of recognizing that values are multidimensional and that each value cluster may affect behaviour differently.

Insights into the image determinants of fashion specialty outlets

An individual's perceptions of organizational values, and value processing more closely at company level have been examined with the aim to investigate employees understanding of company values in relations to performance and outputs. How people understand organizational values was clarified, before proceeding to the implementation process. The special focus was on employees' perceptions at different hierarchical levels. The perspective towards organizations is humanistic. This study was a multiple case study, including three Finnish companies operating in the forestry sector, banking and marketing respectively. The empirical data (interviews) was analyzed with content analysis. As a result, the personnel perceptions of organizational values were delineated and suggestions for improving value implementation were given. Journal of Business Research Vol. 1 (1&2) 2007: pp. 73-84