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Do Values and Value Congruence Both Predict Commitment? A Refined Multi-Target, Multi-Value Investigation into a Challenged Belief

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Abstract

Empirical research increasingly challenges the suggested central role of value congruence for commitment. The present study aimed to provide detailed insights into whether and how value levels and value congruence influence commitment. Specifically, this study investigated the effects of value levels and value congruence on commitment, while differentiating between seven value dimensions and between perceived values from and commitment to the organization, supervisor, and team as separate targets. This differentiated approach provides more extensive insights into relationships between values and commitment by demonstrating consistencies and differences across targets and value dimensions. Data from a cross-organizational sample of 1000 employees were analyzed using polynomial regressions with response surface analyses. Results showed that perceived target values most consistently demonstrated strong effects on commitment to that target. Their effects were mostly independent of employee values. Value congruence only contributed to commitment for values concerning performance expectations toward employees. Across targets, people-centered values were most strongly linked to commitment. Accordingly, perceived values of commitment targets, and especially people-centered values, seem to play the key role in value–commitment associations, whereas value congruence has limited practical relevance for commitment. Therefore, practitioners should foster strongly perceived positive values, especially people-centered values, from key commitment targets within organizations, rather than aim for value congruence. This study advances the debate on value congruence’s role for commitment by showing that congruence effects are restricted to certain values, whereas perceived target values are consistently linked to commitment, hence recommending a shift of focus in value–commitment research.

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Notes

  1. GfK stands for Gesellschaft für Konsumforschung (Society for Consumer Research) and is a market research institute headquartered in Nuremberg, Germany. It is the largest market research institute in Germany and the fourth largest in the world and provides custom research based on specific target groups as well as market research in the areas of retail, technology, and media.

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Authors and Affiliations

  1. Institute of Psychology, University of Osnabrück, Seminarstrasse 20, 49074, Osnabrück, Germany

    Britta J. Seggewiss, Lea M. Boeggemann, Tammo Straatmann & Karsten Mueller

  2. Department of Psychology, College of Sciences, San Diego State University, 5500 Campanile Dr., San Diego, CA, 92182-4611, USA

    Kate Hattrup

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  1. Britta J. Seggewiss
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Correspondence to Britta J. Seggewiss.

Appendix. Scales Used in This Study, Back-Translated from German

Appendix. Scales Used in This Study, Back-Translated from German

Scales were administered in the following order: commitment to the organization, supervisor, and team; values of the employee; perceived values of the organization, supervisor, and team; and role conflict. [Target] was replaced with “organization,” “supervisor,” “team,” and “me,” respectively. Commitment and Role Conflict scales were answered on a 7-point Likert scale anchored “strongly disagree” to “strongly agree”; value scales were answered on a 6-point Likert scale anchored “is not at all important to [target]” to “is very important to [target]”.

Commitment

I feel emotionally attached to my [target].

My [target] has a great deal of personal meaning for me.

I feel a strong sense of belonging to my [target].

Values

 Innovation

Being innovative

A willingness to experiment

Being quick to take advantage of opportunities

 Stability

Stability

Predictability

Being calm

 Respect for People

Respect for the individual’s right

Fairness

Tolerance

 Outcome Orientation

Achievement orientation

Having high expectations for performance

Being results oriented

 Attention to Detail

Being precise

Paying attention to detail

Being analytical

 Team Orientation

Being team oriented

Working in collaboration with others

Sharing information freely

 Competitiveness

Being distinctive—different from others

Being competitive

Having a good reputation

Role conflict

I receive incompatible requests from two or more people.

I work with two or more groups which operate quite differently.

I do things that are acceptable to one person, but not to others.

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Seggewiss, B.J., Boeggemann, L.M., Straatmann, T. et al. Do Values and Value Congruence Both Predict Commitment? A Refined Multi-Target, Multi-Value Investigation into a Challenged Belief. J Bus Psychol 34, 169–187 (2019). https://doi.org/10.1007/s10869-018-9534-0

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