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

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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
CountryAustralia
Period04/12/0707/12/07

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