{"id":{"repo_id":"uiuc","oai_identifier":"oai:www.ideals.illinois.edu:2142/88312"},"canonical_url":"https://search.dev.ndltd.org/etd/uiuc/oai:www.ideals.illinois.edu:2142/88312","repository":{"repo_id":"uiuc","name":"University of Illinois - Urbana-Champaign","base_url":"https://www.ideals.illinois.edu/oai-pmh"},"display":{"title":"The predictive power of values for organizational outcomes","abstract":"Despite theory suggesting that values guide the perception and behavior of individuals in work settings, values have yet to be systematically investigated in terms of their relationships with organizational outcomes. Moreover, according to Schwartz’s value theory (Schwartz, 1992) and person-environment fit theory (e.g., Kristof, 1996), value fit indices, which quantify the degree of match between an individual’s and an organization’s values, should be more strongly related to organizational outcomes than are value scores alone. Three previous meta-analyses (Verquer, Beehr & Wagner, 2003; Kristof-Brown, Zimmerman & Johnson, 2005; Arthur, Bell, Villado & Doverspike, 2006) have examined the relation between value fit and organizational outcomes. The present paper extends meta-analytic research on values by including value score and focusing on methodological aspects of the measurement of values. The results based on 66 studies and 74 samples showed that values were related to job satisfaction (ρvalue_score=.30; ρvalue_fit = .53) and job performance (ρvalue_score = .14; ρvalue_fit= .24). More importantly, value fit indices had stronger relationships with organizational outcomes (ρvalue_fit = .38) than did value scores (ρvalue_score = .21). Various moderators were analyzed. Value fit indices were more related to job satisfaction and job performance than were value scores. Additionally, work values were more related to OCB, compared to basic values and cultural values. Measurement of value fit using perceived fit had a stronger correlation with withdrawal and job satisfaction, compared to subjective fit and objective fit methods. Finally, mediation analysis showed that job satisfaction mediates the relation between values and job performance. Overall, the results suggest that values hold promise for predicting organizational outcomes, and the value fit between individual and organization was more predictive of organizational outcomes than were value scores alone.","abstract_html":"Despite theory suggesting that values guide the perception and behavior of individuals in work settings, values have yet to be systematically investigated in terms of their relationships with organizational outcomes. Moreover, according to Schwartz’s value theory (Schwartz, 1992) and person-environment fit theory (e.g., Kristof, 1996), value fit indices, which quantify the degree of match between an individual’s and an organization’s values, should be more strongly related to organizational outcomes than are value scores alone. Three previous meta-analyses (Verquer, Beehr & Wagner, 2003; Kristof-Brown, Zimmerman & Johnson, 2005; Arthur, Bell, Villado & Doverspike, 2006) have examined the relation between value fit and organizational outcomes. The present paper extends meta-analytic research on values by including value score and focusing on methodological aspects of the measurement of values. The results based on 66 studies and 74 samples showed that values were related to job satisfaction (ρvalue_score=.30; ρvalue_fit = .53) and job performance (ρvalue_score = .14; ρvalue_fit= .24). More importantly, value fit indices had stronger relationships with organizational outcomes (ρvalue_fit = .38) than did value scores (ρvalue_score = .21). Various moderators were analyzed. Value fit indices were more related to job satisfaction and job performance than were value scores. Additionally, work values were more related to OCB, compared to basic values and cultural values. Measurement of value fit using perceived fit had a stronger correlation with withdrawal and job satisfaction, compared to subjective fit and objective fit methods. Finally, mediation analysis showed that job satisfaction mediates the relation between values and job performance. Overall, the results suggest that values hold promise for predicting organizational outcomes, and the value fit between individual and organization was more predictive of organizational outcomes than were value scores alone.","abstract_has_math":false,"creators":["Song, Qianqi"],"institution":"University of Illinois at Urbana-Champaign","degree_name":"M.A.","degree_level":"Thesis","degree_discipline":"Psychology","degree_department":null,"school":null,"contributors":["Rounds, James","Newman, Daniel A."],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2015,"date_issued":"2015-09-29T21:08:23Z","date_published":"2015-09-29T21:08:23Z","updated_at":"2026-07-22T22:26:32Z","subjects":["values","Person–environment fit (P-E fit)","job satisfaction","job performance","meta-analysis"],"languages":["en"],"rights":["Copyright 2015 Q.Chelsea Song"],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":"http://hdl.handle.net/2142/88312","outbound_label":"Handle","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Rounds, James","Newman, Daniel A."]},{"key":"dc:creator","label":"Author","values":["Song, Qianqi"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date","label":"Dc Date","values":["2015-09-29T21:08:23Z","2017-09-30T09:15:38Z","2015-08","2015-07-22","2015-8"]},{"key":"dc:type","label":"Dc Type","values":["text"]},{"key":"thesis:degree_discipline","label":"Discipline","values":["Psychology"]},{"key":"thesis:degree_level","label":"Degree Level","values":["Thesis"]},{"key":"thesis:degree_name","label":"Degree Name","values":["M.A."]},{"key":"thesis:institution_name","label":"Thesis Institution Name","values":["University of Illinois at Urbana-Champaign"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["values","Person–environment fit (P-E fit)","job satisfaction","job performance","meta-analysis"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language","label":"Dc Language","values":["en"]},{"key":"dc:rights","label":"Dc Rights","values":["Copyright 2015 Q.Chelsea Song"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["http://hdl.handle.net/2142/88312"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["Despite theory suggesting that values guide the perception and behavior of individuals in work settings, values have yet to be systematically investigated in terms of their relationships with organizational outcomes. Moreover, according to Schwartz’s value theory (Schwartz, 1992) and person-environment fit theory (e.g., Kristof, 1996), value fit indices, which quantify the degree of match between an individual’s and an organization’s values, should be more strongly related to organizational outcomes than are value scores alone. Three previous meta-analyses (Verquer, Beehr & Wagner, 2003; Kristof-Brown, Zimmerman & Johnson, 2005; Arthur, Bell, Villado & Doverspike, 2006) have examined the relation between value fit and organizational outcomes. The present paper extends meta-analytic research on values by including value score and focusing on methodological aspects of the measurement of values. The results based on 66 studies and 74 samples showed that values were related to job satisfaction (ρvalue_score=.30; ρvalue_fit = .53) and job performance (ρvalue_score = .14; ρvalue_fit= .24). More importantly, value fit indices had stronger relationships with organizational outcomes (ρvalue_fit = .38) than did value scores (ρvalue_score = .21). Various moderators were analyzed. Value fit indices were more related to job satisfaction and job performance than were value scores. Additionally, work values were more related to OCB, compared to basic values and cultural values. Measurement of value fit using perceived fit had a stronger correlation with withdrawal and job satisfaction, compared to subjective fit and objective fit methods. Finally, mediation analysis showed that job satisfaction mediates the relation between values and job performance. Overall, the results suggest that values hold promise for predicting organizational outcomes, and the value fit between individual and organization was more predictive of organizational outcomes than were value scores alone.","Submission published under a 24 month embargo labeled 'Closed Access', the embargo will last until 2017-08-01","The student, Qianqi Song, accepted the attached license on 2015-07-22 at 10:58.","The student, Qianqi Song, submitted this Thesis for approval on 2015-07-22 at 11:27.","This Thesis was approved for publication on 2015-07-22 at 13:21.","DSpace SAF Submission Ingestion Package generated from Vireo submission #8607 on 2015-09-29 at 15:06:49","Made available in DSpace on 2015-09-29T21:08:23Z (GMT). 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Moreover, according to Schwartz’s value theory (Schwartz, 1992) and person-environment fit theory (e.g., Kristof, 1996), value fit indices, which quantify the degree of match between an individual’s and an organization’s values, should be more strongly related to organizational outcomes than are value scores alone. Three previous meta-analyses (Verquer, Beehr & Wagner, 2003; Kristof-Brown, Zimmerman & Johnson, 2005; Arthur, Bell, Villado & Doverspike, 2006) have examined the relation between value fit and organizational outcomes. The present paper extends meta-analytic research on values by including value score and focusing on methodological aspects of the measurement of values. The results based on 66 studies and 74 samples showed that values were related to job satisfaction (ρvalue_score=.30; ρvalue_fit = .53) and job performance (ρvalue_score = .14; ρvalue_fit= .24). More importantly, value fit indices had stronger relationships with organizational outcomes (ρvalue_fit = .38) than did value scores (ρvalue_score = .21). Various moderators were analyzed. Value fit indices were more related to job satisfaction and job performance than were value scores. Additionally, work values were more related to OCB, compared to basic values and cultural values. Measurement of value fit using perceived fit had a stronger correlation with withdrawal and job satisfaction, compared to subjective fit and objective fit methods. Finally, mediation analysis showed that job satisfaction mediates the relation between values and job performance. Overall, the results suggest that values hold promise for predicting organizational outcomes, and the value fit between individual and organization was more predictive of organizational outcomes than were value scores alone.","Submission published under a 24 month embargo labeled 'Closed Access', the embargo will last until 2017-08-01","The student, Qianqi Song, accepted the attached license on 2015-07-22 at 10:58.","The student, Qianqi Song, submitted this Thesis for approval on 2015-07-22 at 11:27.","This Thesis was approved for publication on 2015-07-22 at 13:21.","DSpace SAF Submission Ingestion Package generated from Vireo submission #8607 on 2015-09-29 at 15:06:49","Made available in DSpace on 2015-09-29T21:08:23Z (GMT). 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