Person-organization Value Congruence Research Articles

Construed Organizational Ethical Climate and Whistleblowing Behavior: The Moderated Mediation Effect of Person-Organization Value Congruence and Ethical Leader Behavior.

An organizational ethical climate enhances the degree of collaboration and cohesion among employees and facilitates the development and interests of organizations. Such roles lead to organizational sustainable development and survival. Therefore, the importance of ethical climate in organizations is becoming increasingly apparent. In this background, this study aims to explore whether an organizational ethical climate can improve whistleblowing behavior and the mediating role of organizational identification in promoting whistleblowing behavior. Most previous studies have only focused on the mediating or moderating role of the model. This study expands the research field, adds the dual moderation of person-organization value congruence and leader ethical behavior, and verifies two moderated mediation models. Overall, the purpose of this study is to determine the behavior of employees under the influence of an organizational ethical climate and, on this basis, propose suggestions for strengthening organizational ethical climate, expanding the scope of research on organizational climate and providing a theoretical basis for related research. In order to achieve the research goals, the data were collected from 344 Chinese SMEs for empirical analysis. The results showed that an organizational ethical climate has no direct impact on whistleblowing behavior but could have a positive effect on whistleblowing formation through the mediating variable of organizational identification. In addition, person-organization value congruence and leader ethical behavior significantly moderated the mediating role of organizational identification between organizational ethical climate and whistleblowing behavior. Finally, the directions that can contribute to future research were suggested.

A multi-level perspective of the value congruence mechanisms underlying transformational leadership and cooperative voice

PurposeTransformational leadership (TFL) has been identified by a number of studies as a positive force for business success. However, few studies have explicitly examined its influence on the cooperative employment relationship, such as frontline employees' voice in the workplace. Thus, this study conducts an empirical analysis of dual-level (i.e. group-focused and individual-focused) TFL and its effect on frontline employees' cooperative voice.Design/methodology/approachThis empirical study is based on data from a survey of 468 full-time frontline workers from 38 hotels in China.FindingsThe empirical results revealed that both individual-level and group-level TFL are significantly associated with frontline employees' cooperative voice. Person–Organization value congruence and Person–Supervisor value congruence both act as mediators in the linkage between group-level TFL and employees' cooperative voice behaviors. The partial mediating role of Demand–Ability congruence on the relationship between individual-level TFL and cooperative voice is also established.Originality/valueFirst, this study investigates the dual-level effects of TFL on the cooperative voice behavior of frontline employees. Second, this study explores whether three dimensions of value congruence mediate the influence of TFL on the voice behaviors of employees.

Working Overtime in Social Work Settings: Associations with Burnout, Person-organization Value Congruence and Turnover Intentions among Chinese Social Workers

ABSTRACT Working overtime is one of the risk factors for turnover intention; however, little is known about its mediating and moderating mechanisms, especially among social workers. This study adds to the knowledge through investigating the mediating role of burnout and the moderating role of person-organization value congruence. A sample of 5,930 Chinese social workers (Mean age = 30.4 years old, SD = 7.9) is obtained from the China Social Work Longitudinal Study (CSWLS) 2019. Results illustrate that burnout mediates the relationship between working overtime and turnover intention. Additionally, the direct effect of working overtime on turnover intention is moderated by person-organization value congruence, with the effect being weaker for social workers with high person-organization value congruence than for those with low person-organization value congruence. These findings provide new insights for explaining how working overtime influences turnover intention. Implications for policy and practice are also discussed.

Mechanisms from Person–Environment Fit to Professional Identity of Social Workers in China: The Roles of Person-Organization Value Congruence and Collective Psychological Ownership

Person-environment fit is identified as a significant factor in facilitating individuals’ professional identity, however, the understanding of its underlying mechanisms is still limited, especially among social workers. This study aims to investigate the serial mediating effects of person-organizational value congruence and collective psychological ownership when associated with a person-environment fit and professional identity. A total sample of 5965 social workers is drawn from the China Social Work Longitudinal Study (CSWLS) 2019. Results reveal that a serial mediating path from person-organizational value congruence with collective psychological ownership is posited to operate between a person-environment fit and professional identity. This study not only provides theoretical contributions for how person-environment fit influences professional identity, but also discusses implications for policy and practice. Future research directions, such as the adoption of longitudinal designs, use of objective measurement methods, and examination of cross-cultural generalizability, are also provided in this study.

Person-Organization Value Congruence Mediates the Relationship between Job Resources and Collective Psychological Ownership: The Case of Social Workers in China

Recent research has suggested that job resources are positively associated with collective psychological ownership (CPO) held by social service workers. However, the psychological mechanisms that may explain how job resources relate to CPO are still unclear. The present study aimed to examine the mediating role of person-organization (P-O) value congruence in the relationship between job resources and CPO among social workers. Using a nationally representative sample of social workers (N = 5,883) collected in the First Wave of the China Social Work Longitudinal Study in 2019 (the CSWLS 2019), the results showed that job resources were positively associated with CPO (p < .001), and that P-O value congruence partially mediated the effects of job resources on CPO (the proportion mediated = 39.2%). The findings highlight the importance of job resources manifested in autonomy and social support as well as value congruence for enhancing social workers’ CPO toward their work organizations. Implications for both research and practice were discussed. Future studies are suggested to examine other antecedents of CPO and P-O value congruence and how CPO is formulated and developed in organizational contexts of social work and other human helping professions.

The attributes of organizational change

PurposeThe purpose of this paper is to explore the role of person-organization (P-O) value congruence on employees’ coping with organizational change and to test the moderating effect of change event attributes vis-à-vis value congruence and coping strategies.Design/methodology/approachThis paper uses a four-dimensional design to examine relationships between P-O value congruence and employees’ coping strategies. It discusses moderating effects of change attributes based on an elaboration likelihood model. The sample includes 242 employees from 34 organizations in China. Data are analyzed by a structural equation model, dominance analysis and hierarchical regression analysis.FindingsThis paper provides empirical evidence that the four dimensions of P-O value congruence have different impacts on employees’ coping strategies with change; and the effects are moderated by employees’ perceived scope of change.Research limitations/implicationsFuture research should collect data at different time points during change processes to better understand the influence of value congruence on coping processes. To generalize robustly beyond this case-study requires research across a larger number of individuals and organizations.Practical implicationsAccording to this paper, value congruence between employees and organizations could be better ensured by considering it as an important factor in the recruitment and selection processes, which is more effective in the long run. This is particularly pertinent for those organizations which experience frequent changes.Originality/valueFirst, this paper considers the influences of stable organizational factors and attributes of change events on employees’ coping abilities; these are both ignored in previous studies. Second, it develops a four-dimensional coping with change structure and a two-dimensional measure of change attributes in a Chinese context which are reliable and can thus be employed in future studies.

Turning a Blind or Critical Eye to Leader Value Breaches: The Role of Value Congruence in Employee Perceptions of Leader Integrity

How do employees react when an organizational leader commits a value breach (i.e., behaves in a way that employees perceive as inconsistent with the organization’s espoused values)? Prior research provides a mixed view: Employees may conclude that the leader lacks integrity, or they may maintain their perception of the leader’s integrity, despite the breach. We focus on the role of person–organization value congruence in determining employee reactions and propose competing predictions that value congruence is positively (“blind eye effect”) or negatively (“critical eye effect”) associated with employee perceptions of leader behavioral integrity following a breach. In Study 1, field survey data suggested that value congruence was positively associated with the perceived integrity of a leader who had committed a breach. However, two follow-up studies using an experimental vignette methodology revealed additional nuance. An integration of our three studies indicated that before the occurrence of any breaches, employees with high value congruence perceive leaders as higher in integrity than do employees with low value congruence (pre-breach sacralization), but when leaders commit one or more value breaches, high value congruence employees react more harshly—lowering their integrity perceptions to a greater extent (the critical eye effect). As a result, as leaders commit more and more breaches, the initially positive relationship between value congruence and perceived leader integrity weakens and eventually becomes negative. Our findings offer important contributions to theory, research, and practice related to organizational values and leadership.

Heavy-work investment, job engagement, managerial role, person-organization value congruence, and burnout: A moderated-mediation analysis in USA and Israel

The present research investigates the mediational mechanism of Heavy-Work Investment (HWI) between job engagement, managerial roles and work burnout. The paper proposes an expansion to the HWI model (as divided into two dimensions: the investment of time and efforts) by exploring the role of value congruence (between the employees and their workplaces) as a moderator, with a two-study cultural differences perspective. Data from 186 American employees (Study 1) and 221 Israeli employees (Study 2) were collected. Moderated-mediation analyses were employed using PROCESS macro for the SPSS. Among others, we found that job engagement positively associates with HWI, but negatively with burnout. Managerial position was not related to any of the variables in either sample. However, the two HWI dimensions display different relationships with burnout; while the investment of efforts at work shows negative links to burnout, the investment of time does not show any consistent correlations with it. Moreover, support for moderated-mediation model was only found in the Israeli sample.. Implications and future research suggestions are discussed.

군인들의 공공봉사동기와 직무태도에 대한 실증적 연구

군인들의 공공봉사동기와 직무태도에 대한 실증적 연구

How workplace fun influences employees' performance: The role of person–organization value congruence

We drew on affective events theory to investigate the ways in which workplace fun motivates employees and improves their job performance. Analyzing the data collected from supervisor–knowledge worker subordinate dyads in high-tech organizations in mainland China and Taiwan, we found that employees' perceived person–organization value congruence moderated the relation between workplace fun and employees' job performance, and this effect was mediated through their experienced fun. We discuss the theoretical and managerial implications of this mediated moderation mechanism.

Cross‐lagged relations between perceived leader–employee value congruence and leader identification

Building on similarity‐attraction theory and extending research on person–organization value congruence and organizational identification, this study examines the relationship between perceived leader–employee value congruence and leader identification. Using a two‐wave design, data were collected twice with a 6 months’ time lag from a sample of 282 employees. Utilizing cross‐lagged analyses, we examined bidirectional effects between perceived leader–employee value congruence and leader identification. The results provided support for the positive relationship of perceived leader–employee value congruence (Time 1) to leader identification (Time 2) but could not exclude the possibility of a bidirectional relationship. Overall, the study highlights the importance of value congruence for identification processes.Practitioner points HR professionals should put emphasis on values when matching leaders and employees as the employees’ overall assessment of value fit between the leader's and the employees’ values plays an important role in the employees’ identification with the leader. As more support was found for perceived leader–employee value congruence affecting leader identification than vice versa, there should be a greater focus on the employee's overall assessment of value fit with the leader than whether the employee identifies with the leader.

Why mentoring does not always reduce turnover: The intervening roles of value congruence, organizational knowledge and supervisory satisfaction

The accounting literature has long analyzed whether and how mentoring relationships affect public accountants' turnover intentions. To continue the study of that question, we examine the mediating effect of value congruence and organizational knowledge. Analyzing data from mentored accountants, we find that two aspects of mentoring (career development and role modeling) are positively associated with higher levels of perceived person-organization value congruence. Social interaction, a third aspect of mentoring, was negatively associated with the measure of value congruence. Mentoring's career development aspect is associated with building protégé implicit knowledge of the organization, but proves unrelated to turnover intentions. Value congruence is found to associate with higher levels of supervisory satisfaction, which, in turn, strongly associates with decreased turnover intentions. Therefore, the dimensions of mentoring have a selective effect on valuable organizational outcomes which are dependent upon other psychological and behavioral contingencies.

The Development and Validation of the Cultural Leadership Scale

Most studies of organizational culture acknowledge the importance of leadership, but few explain how exactly leaders influence culture. In this paper, we seek to fill this gap by identifying the essence of cultural leadership and establishing a measure for the construct. Using data collected from different sources in multiple waves over three consecutive studies, we inductively examined the behaviors of cultural leadership and validated the newly-established instrument called the cultural leadership scale (CLS), using hierarchical linear modeling (HLM) analyses. The results suggested that cultural leadership makes unique contribution beyond transformational leadership in explaining followers internalization of corporate values, person-organization value congruence, perceived meaning of work, organizational identification, promotive and prohibitive voice behaviors. We conclude with a summary of implications for theories and practice as well as suggestions for future research.

Person-Organization Value Congruence between Authentic Leadership of Head Nurses and Organizational Citizenship Behavior in Clinical Nurses

Person-Organization Value Congruence between Authentic Leadership of Head Nurses and Organizational Citizenship Behavior in Clinical Nurses

Collectivism-oriented HRM and individual creative contribution: The roles of value congruence and task interdependence

AbstractThis study deals with the issue whether collectivism-oriented human resource management (HRM) system influences individual creative contribution to research teams in particular in an Asia-Pacific context. It is argued that, given certain environmental factors, such as high person-organization value congruence among team members and task interdependence, the collectivism-oriented HRM system should have a positive effect on individual creative contribution to the research teams. A multi-level theoretical model is proposed accordingly, which is then tested with data from 40 research teams and 168 individuals in Chinese universities. The results demonstrated that collectivism-oriented HRM helps to enhance individual creative contribution through the path of value congruence. Moreover, the relationship between value congruence and individual creative contribution was moderated by task interdependence. These findings offer novel insight into how an organization can develop its HRM system and improve individual creative contribution in research teams.

Value congruence and job-related attitudes in a nonprofit organization: a competing values approach

Researchers have highlighted the importance of the nonprofit sector, its continued growth, and a relative lack of literature particularly related to nonprofit organizational values. Therefore, this study investigates organizational culture in a human services nonprofit organization. The relationship between person-organization value congruence and employee and volunteer job-related attitudes is examined (N = 227). Following initial qualitative enquiry, confirmatory factor analyses of the Competing Values Framework and additional values revealed five dimensions of organizational values. The relationship between value congruence, and employee and volunteers' job-related attitudes was examined using polynomial regression techniques. Analyses revealed that for employees, job-related attitudes were influenced strongly by organization values ratings, particularly when exceeding person ratings of the same values. For volunteers, person value ratings exceeding organization value ratings were especially detrimental to their job-related attitudes. Findings are discussed in terms of their theoretical and practical implications.

Citizen Participation in Local Government Decision Making

Engaging the public in government decision making is an important value and priority in a democratic society. Although there is research investigating public perceptions of citizen participation opportunities and efforts, little research focuses on understanding the motivations that public managers have to encourage citizen participation. This research seeks to understand the ways in which public managers’ motivations are related to engaging the public in organizational decision making. We use data from two national surveys of U.S. local government managers conducted in 2010 and 2012 to investigate the extent to which performance-based rewards and public service motivation (PSM) contribute to citizen participation in government decision making and examine the ways in which the relationship between PSM and citizen participation is moderated by performance-based rewards and mediated by value congruence. The results indicate that performance-based rewards are negatively related to citizen participation in government decision making whereas PSM is positively related to citizen participation both directly and indirectly through person–organization value congruence.

"Employees 'Words' on High Involvement Work Practices, Value Congruence and Burnout"

This article examined the impact of perceived high involvement work practices (HIWPs) on person-organization value congruence (P-O fit) and long term burnout. The study was conducted in a Canadian ...

Factors related to nurses' patient identification behavior and the moderating effect of person-organization value congruence climate within nursing units

This research was an empirical study designed to identify precursors and interaction effects related to nurses' patient identification behavior. A multilevel analysis methodology was used. A self-report survey was administered to registered nurses (RNs) of a university hospital in South Korea. Of the questionnaires, 1114 were analyzed. The individual-level factors that had a significantly positive association with patient identification behavior were person-organization value congruence, organizational commitment, occupational commitment, tenure at the hospital, and tenure at the unit. Significantly negative group-level precursors of patient identification behavior were burnout climate and the number of RNs. Two interaction effects of the person-organization value congruence climate were identified. The first was a group-level moderating effect in which the negative relationship between the number of RNs and patient identification behavior was weaker when the nursing unit's value congruence climate was high. The second was a cross-level moderating effect in which the positive relationship between tenure at the unit and patient identification behavior was weaker when value congruence climate was high. This study simultaneously tested both individual-level and group-level factors that potentially influence patient identification behavior and identified the moderating role of person-organization value congruence climate. Implications of these results are discussed.

Leader and Follower PO Value Congruence and Charismatic Leadership

Drawing on the self-concept based motivational theory of charisma, we propose that leaders’ person-organization (PO) value congruence affects the attribution of charisma to these leaders and, in turn, leader charisma enhances follower value congruence. In two multi-source studies, we find that unit leaders higher on perceived PO value congruence were rated higher on charisma by their subordinates. In turn, these subordinates also show higher PO value congruence themselves. In addition, as expected the relationship of perceived charismatic leadership with follower organizational commitment was mediated by follower perceptions of PO value congruence. Finally, in line with theory emphasizing leadership as a sense-making process, charismatic leadership related positively with follower perceptions of PO value congruence even when actual PO value congruence was controlled for.