Previous literature would argue that the traditional manner in which organizations had the buy in of its workforce was based around the psychological agreement that in exchange for hard work and loyalty organizations would provide their workforce with a job for life (Bunker, 1997). Schwartz (1992) may argue this psychological agreement is actually the organizations ability of acknowledging the workforces value of security, which is described as the basic individual and group requirement of having safe
surroundings; even if they did not knowingly recognise the values aspect in organizational traditions such as jobs for life. Nevertheless, in today’s ever
competitive and turbulent environment this approach in engaging with the workforce has become more and more unusual, if not impossible to implement. Although, it has been suggested this change in employee and organizational relationships has had an adverse effect on not only the social and emotional wellbeing of the people involved, but also the overall effectiveness of the organization (Branson, 2008). This provides further support for the contemporary view of organizations’ needs to understand and develop values.
The research has already touched upon how values may influence desirable states and behaviours, with the potential loss of loyalty through insecure job markets.
Furthermore, it has been indicated that in today’s workplace people are looking to experience an increased desire for more meaningful and fulfilling work outcomes (Kinjerski and Skrypnek, 2006). Combining this loss of security and need for meaningful fulfilment in the workplace the ability of organizations and leaders to harness employees to buy into the organizations objectives through greater
appreciation and application of personal and organizational values may counteract the negative impact of ever changing working environments. In turn support the overall organizations effectiveness in this turbulent business environment. Furthermore, Amah an Ahiauzu (2014), suggest an implicit control system based on internalized values
can be more effective means of achieving co-ordination and integration than an external control system that relies on explicit rules and regulations.
During the initial literature review MI identified the importance of aligning our ‘moral compass’; it is suggested the bases of the alignment is to ensure our actions are
consistent with our goals and our goals do not contradict our values (Lennick and Kiel, 2008). However, in an organizational context and for the purpose of the research what is meant by alignment of values. Rhoades and Eisenberger, (2002) discuss the
psychological relationship between the individual and the organization. Borg, et al. (2011) discuss the organizational psychology around how a person fits into the organization. These relationships could be developed through many mechanisms; it could be argued the traditional organizational approach of a job for life is one form of psychological relationship. However, psychological relationships do not necessarily mean there is alignment of values. Lennick and Kiel (2008) suggests the successful integration of moral, social and business values across an organisation. However, this does not make the alignment of values any clearer, in fact there is a case to suggest it adds to the confusion, as it is suggesting further elements of values in an
organisational context.
The study has touched upon earlier in the literature review how individuals and groups are looking for more meaningful and fulfilling work outcomes. This could provide a starting point to critically discuss values alignment concept. Bozionelos (p69, 2004) discusses the impact of ‘work involvement’ which is defined as;
‘the extent to which individuals are generally interested in, identifies with and is pre- occupied with one’s work in comparison to other aspects of one life.’
This is related to how individuals reflect the significance of having and performing work activities, the paper further indicates work involvement reflects attitudes and values individuals have towards a particular aspect of their life. This may provide an initial link with the aligned values, Bozionelos (2004) findings indicated rather than work involvement being linked to the big 5 personality traits the paper indicates work involvement is mainly influenced by factors that are outside the domain of personality. He goes as far to suggest work involvement is linked more to individual values than
personality. Therefore, in taking the concept of work involvement further, the study would propose rather than identifying with one work in comparison to other aspects of one’s life. The concept is more about ones values in comparison to work values. Lyons et al. (2006) discuss organizational commitment which they suggest is the strength one’s identification with and involvement in a particular organization. Porter et al. (1974, pp 603) defines organizational commitment as;
“1/ strong belief in and acceptance of organizational goals and values; 2/ a willingness to exert a considerable amount of effort on behalf of the organization; 3/ a desire to remain in the organization.”
But rather than identifying work with other aspects of one’s life, they discuss how work commitment provides an important link between the values of an individual employee and those of his/her organization. Therefore, if the values one finds within the workplace is identified with the values one holds it could be proposed as values alignment.
However, Nikolaou (2003) may suggest that identifying one values in a work context is following a ‘needs-supplies’ standpoint within a person organizational fit
perspective. Whereby ‘needs’ are the employees desires, goals and values whilst ‘supplies’ is how the organization meets those needs. Hence, rather than alignment it is how the organization is meeting their desires, goals and values. Borg et al. (2011) discuss organizational fit, which is associated with the congruence of individual and organizational values. However, it may be suggested that in this context rather than meeting their values it is more matching up against their values. Since it would be difficult to indicate a value has been met, desires and goals are tangible and
measureable. One can desire a pay rise and one can set a goal to gain a qualification, both of which can be facilitated by an organization. However, values are invisible, rather than being met it may be more likely the ‘needs supplies’ standpoint with
personal values relates to the possible matching up against values
This would suggest a values match as being more in line with Branson (2008) who discusses the fit between personal values and the values of their team and
organization. He describes this fit as values alignment; Branson (2008) stated values alignment is the bedrock of success for organizations in the 21st century. He goes on to
suggest that through this form of values alignment individuals, teams and
organizations are able to function as a whole in order to achieve a common goal. Nevertheless, Schein (1990) may argue individuals can reach a group consensus on their values, yet develop serious conflict later because there is no consensus on critical underlying assumptions of the values. Therefore, there needs to be attention paid to underlying assumption around the values, not just the values being aligned. This is an important factor which will need to be considered later on in the research.
Nevertheless, for the purposes of the research we can propound that values alignment relates to the alignment of individual, team and organizational values. This would link closely with the discussions around leadership whereby leaders are able to motivate followers/subordinates to pursue a common goal which acknowledges the values and motivations of both the leader and follower. However, within an organizational
context common goals may vary considerably from individual to individual from team to team. Nevertheless, what the earlier discussion highlighted was the ability of
organizational leaders to facilitate organizational development, whilst building a more connected organization. The next part of the research process is to review the possible research areas which may provide opportunities to incorporate values alignment on the organizations ability to function effectively.