Person-organization Value Congruence Research Articles

Impact of Value Congruence on Work-Family Conflicts: The Mediating Role of Work-Related Support

ABSTRACT Based on past research regarding the relationship between person-environment fit and work-family conflict (WFC), we examined the mediating effects of perceived organization/supervisor support on the relationship between person-organization/supervisor value congruence and WFC. A structural equation model was used to test three hypotheses using data collected from 637 workers in Taiwan. Person-organization value congruence regarding role boundaries was found to be positively correlated with employee perception of organizational support, resulting in reduced WFC. Person-supervisor value congruence regarding role boundaries also increased employee perception of organizational support, mediated by perceived supervisor support. Research and managerial implications are discussed.

Person-Organization Value Congruence: How Transformational Leaders Influence Work Group Effectiveness

Using multilevel structural equations modeling, we examine the extent to which the influence of transformational leadership on work group effectiveness flows through follower perceptions of person-organization or person-supervisor value congruence. Results indicate that the group-level effect of transformational leadership on work group effectiveness was fully accounted for by the group-level impact of transformational leadership on follower perceptions of person-organization value congruence, not by its impact on follower perceptions of person-supervisor value congruence. These results are discussed in the context of leadership as a “sense-making” process and the practical barriers faced by transformational leaders in modern organizations.

Patterns of attachment to organizations: Commitment profiles and work outcomes

Commitment profiles were studied with a sample of 572 hospital workers. Seven of the eight commitment profiles in Meyer and Herscovitch's (2001) typology emerged using K‐means clustering including: highly committed, affective dominant, continuance dominant, affective‐continuance dominant, affective‐normative dominant, continuance‐normative dominant, and uncommitted. Outcome variables included: turnover intentions, turnover, absenteeism, and person–organization value congruence. Results were consistent with prior findings in that normative commitment alone and in conjunction with continuance commitment enhanced the benefits of affective commitment. Turnover rates were much higher for poorly socialized employees suggesting that there is a self‐corrective effect in which uncommitted employees are more likely to leave their organizations.