THE BIGGER PICTURE
You may already have a good understanding of your personal values and the role they play in your life. In an organization, personal values contribute to workplace attitudes and behavior.
So it’s important to understand how the full range of potential human values affects our atti-tudes and behavior at work. Then you can use this knowledge to influence outcomes in the Organizing Framework for Understanding and Applying OB.
TABLE 2.1 BIPOLAR DIMENSIONS IN SCHWARTZ’S MODEL FIRST BIPOLAR DIMENSION
Self-Transcendence Self-Enhancement
Concern for the welfare and interests of
others (universalism, benevolence). Pursuit of one’s own interests and relative success and dominance over others (power, achievement).
SECOND BIPOLAR DIMENSION
Openness to Change Conservation
Independence of thought, action, and feelings and readiness for change (stimulation, self-direction).
Order, self-restriction, preservation of the past, and resistance to change (conformity, tradition, security).
dimension ranges from self-directed independence (which Schwartz calls openness to change) to conformity (conservation). Schwartz stressed that it is the relative importance we give to these two dimensions of opposing values that drives our behavior.8 For exam-ple, if you value achievement (self-enhancement) over universalism (self-transcendence), you will spend your evening studying hard to get an A in this class rather than attending a meeting about fighting climate change. Our values help us to make these types of choices.
Schwartz categorized 10 broad values within these two bipolar dimensions. Figure 2.2 shows those 10 values as the slices of a pie, with the underlying bipolar dimension shown outside the circle. Schwartz located the 10 values in a circular-motivation structure to illustrate their compatibility. In general, adjacent values (like self-direction and univer-salism) are more compatible. That is, these values share a common focus that promotes their acceptance within an individual. Values that are farther apart (like self-direction and power) are less compatible or in conflict. Opposing values are less likely to be held by an individual.
In Figure 2.2, Schwartz noted that one set of values is in opposition to the other set, as suggested by the use of color. Notice the unique treatment of several values: Tradition and conformity share a single wedge, supporting the same broad motivational goal.
Conformity is toward the center because it does not conflict with the opposing value quite as much as does tradition, which is toward the outside. See also that hedonism shares elements of both openness to change and self-enhancement.
Protesting is often driven by values-based issues such as global warming. These protesters might be expressing the self-transcendence value of universalism and the self-direction value associated with openness to change. In contrast, completing a college degree might reflect values associated with achievement, power, and stimulation. The point to remember is that values affect our interests, behavior, attitudes, and performance. (left): © McGraw-Hill Education/John Flournoy, photographer; (right): © moodboard/SuperStock RF
Workplace Application of Schwartz’s Theory You can feel comfortable applying this theory because research supports its basic structure and its prediction of behavior.
Research also confirms the theory’s relevance cross-culturally for both children and adults. As you might expect, the priorities given to Schwartz’s values do vary across countries.9
Managers can better supervise workers by using Schwartz’s model to understand their values and motivation. For example, if a manager knows that an employee values universalism and benevolence, then it would be wise to assign this employee to projects or tasks that have social value. Managers can also use Figure 2.2 to reduce the chances of employees’ experiencing conflict between their values and their work assignments, when options are available. An employee who values tradition and conformity over achieve-ment, for example, will not be happy about being asked to work on a holiday or to miss a child’s school play for work.
Managers can also reduce employee turnover by trying to reduce the gap between an employee’s values and the values that support the organization’s culture. (We discuss or-ganizational culture in Chapter 14.) For example, an employee who wants security and tradition (two values that are part of the conservation motive) will likely be dissatisfied with a job that provides little direction and changing job requirements (two values that are part of the openness to change motive).
Excitement, novelty, curious, choosing own goals)
Understanding, appreciation, tolerance and protection of the welfare of all people and of nature (broad-minded, wisdom, social justice, equality, a world at peace, a world of beauty, unity with nature, protecting the environment)
Preservation and
enhancement of the welfare of people with whom one is in frequent personal contact (helpful, honest, forgiving, loyal, responsible) Restraint of actions, inclinations, and impulses likely to upset or harm others and violate social
Social status and prestige, control or dominance over people and resources (social power, authority, wealth)
Safety, harmony, and stability of society, of relationships, and of self (family security, national security, acceptance of the customs and ideas that traditional culture or religion provides the self (humble, accepting my portion in life, devout, respect for tradition, moderate) FIGURE 2.2 VALUES AND MOTIVES IN SCHWARTZ’S THEORY
SOURCE: Graphic from S. H. Schwartz, “An Overview of the Schwartz Theory of Basic Values,” Online Readings in Psychology and Culture 2(1), December 1, 2012, http://dx.doi.org/10.9707/2307-0919.1116. Definitions from A. Bardi and S. H. Schwartz, “Values and Behavior: Strength and Structure of Relations,”
Personality & Social Psychology Bulletin, October 2003, 1208.
Personal Application of Schwartz’s Theory Schwartz’s model can help you de-termine whether your values are consistent with your goals and whether you are spending your time in a meaningful way. Complete a Self-Assessment that measures the worth to you of Schwartz’s 10 values, and then incorporate the results into a Take-Away Application.