Managing Employee Values in Values-Driven Organisations: Contradiction, Façade and Illusions

Steven McShane, Grant O'Neill, Tony Travaglione

    Research output: Book chapter/Published conference paperConference paperpeer-review

    49 Downloads (Pure)

    Abstract

    The values-driven organisation has become ubiquitous in management thinking and popular literature, but its values engineering perspective contradicts current evidence-based knowledge that values are relatively stable in adulthood. This paper elucidates this contradiction as well as describes and addresses evidence supporting the malleability of values. Schneider’s attraction-selection-attrition theory is presented as the main theoretical explanation why, in spite of minimal values shifting among employees, employees within organisations are more homogeneous regarding values compared to employees across organisation. Finally, we offer three explanations why values-driven organisations may appear to achieve values congruence when, in fact, employees continue to have (although not necessarily be aware of) moderate levels of values incongruence.
    Original languageEnglish
    Title of host publication21st ANZAM conference
    Subtitle of host publicationManaging our intellectual and social capital
    EditorsRoss Chapman
    Place of PublicationAustralia
    PublisherANZAM
    Pages21pgs
    ISBN (Electronic)1863081402
    Publication statusPublished - 2007
    EventAustralian and New Zealand Academy of Management (ANZAM) Conference - Sydney, Australia, Australia
    Duration: 04 Dec 200707 Dec 2007

    Conference

    ConferenceAustralian and New Zealand Academy of Management (ANZAM) Conference
    Country/TerritoryAustralia
    Period04/12/0707/12/07

    Fingerprint

    Dive into the research topics of 'Managing Employee Values in Values-Driven Organisations: Contradiction, Façade and Illusions'. Together they form a unique fingerprint.

    Cite this