How Values Affect Individual and Organisational Behaviour
How values affect individual and organizational behaviour
Schwartz (1992) described values as desirable, trans-situational goals, changing in significance that serves as guiding principles in people’s lives. In simpler words, values evolve from circumstances with the outside world and can change over time. They are believed to have a significant influence on the behavioural and emotional of individuals (Rokeach, 1973), also on the organisational culture (O’Reilly & Chatman, 1996).
Values can be classified into two types, which are terminal values and instrumental values. Terminal values self-sufficient end-states of existence that an individual strives to attain such as wisdom. As instrumental values refers to mode of behaviour rather than states of existence. Both types of values vary among groups and individuals hence the occurrence of conflict and compatibility among value priorities (Nord, Brief, Atieh, & Doherty, 1988). For example, when individuals share the same value systems, they tend to perceive external stimuli in similar ways, however, there are also apparent differences because values affect perceptions and behaviour (Frederick & Weber, 1990). The variances in values can cause a number of undesirable outcomes in terms of failed projects, loss of good employees and soaring costs.
Allworth (1951) identified six types of values – theoretical, economic, aesthetic, social, political and last but not least, religious. People in different occupations tend to rank these six value types differently. This has resulted a few of the more gradually managed organisations to initiate efforts to enhance the value, for instance, job fit in order to increase employee performance and satisfaction (Mitchell & Oneal, 1994). Besides that, individuals learn through personal experience and exposure to behave in ways that are appropriate in their social environment (Meglino, Ravlin, & Adkins, 1992). These values are “initially taught and learned
Schwartz (1992) described values as desirable, trans-situational goals, changing in significance that serves as guiding principles in people’s lives. In simpler words, values evolve from circumstances with the outside world and can change over time. They are believed to have a significant influence on the behavioural and emotional of individuals (Rokeach, 1973), also on the organisational culture (O’Reilly & Chatman, 1996).
Values can be classified into two types, which are terminal values and instrumental values. Terminal values self-sufficient end-states of existence that an individual strives to attain such as wisdom. As instrumental values refers to mode of behaviour rather than states of existence. Both types of values vary among groups and individuals hence the occurrence of conflict and compatibility among value priorities (Nord, Brief, Atieh, & Doherty, 1988). For example, when individuals share the same value systems, they tend to perceive external stimuli in similar ways, however, there are also apparent differences because values affect perceptions and behaviour (Frederick & Weber, 1990). The variances in values can cause a number of undesirable outcomes in terms of failed projects, loss of good employees and soaring costs.
Allworth (1951) identified six types of values – theoretical, economic, aesthetic, social, political and last but not least, religious. People in different occupations tend to rank these six value types differently. This has resulted a few of the more gradually managed organisations to initiate efforts to enhance the value, for instance, job fit in order to increase employee performance and satisfaction (Mitchell & Oneal, 1994). Besides that, individuals learn through personal experience and exposure to behave in ways that are appropriate in their social environment (Meglino, Ravlin, & Adkins, 1992). These values are “initially taught and learned