<abstract xmlns="http://www.w3.org/1999/xhtml">

<p>Although there has been increasingly more research on congruence of personal and organizational values in recent years, there is a lack of clarity on the hierarchical order in which the value priorities of employees and the organization are arranged in this context. Therefore, the aim of the research presented in this article is to determine the level of congruence/incongruence of personal and organizational values by creating the hierarchies of personal and organizational values. The study involved 303 respondents working in Lithuanian organizations. The survey was performed employing the diagnostic instrument “Questionnaire of Values Congruence and Management Culture (Q-VC-MC-110)”. Value congruence was identified by calculating Tucker’s congruence coefficient and drawing up the lists of values arranged in a hierarchical order. It has been found that even in the presence of significant congruence of personal and organizational value groups, their hierarchical order does not necessarily coincide. The significance of the research results in practice is discussed and guidelines for further research are provided.</p>
</abstract>

Although there has been increasingly more research on congruence of personal and organizational values in recent years, there is a lack of clarity on the hierarchical order in which the value priorities of employees and the organization are arranged in this context. Therefore, the aim of the research presented in this article is to determine the level of congruence/incongruence of personal and organizational values by creating the hierarchies of personal and organizational values. The study involved 303 respondents working in Lithuanian organizations. The survey was performed employing the diagnostic instrument “Questionnaire of Values Congruence and Management Culture (Q-VC-MC-110)”. Value congruence was identified by calculating Tucker’s congruence coefficient and drawing up the lists of values arranged in a hierarchical order. It has been found that even in the presence of significant congruence of personal and organizational value groups, their hierarchical order does not necessarily coincide. The significance of the research results in practice is discussed and guidelines for further research are provided.

Person - Organisation Value Congruence: The Same Values, Different Priorities

Management Theory and Studies for Rural Business and Infrastructure Development

This work is licensed under the Creative Commons Attribution-NonCommercial 4.0 International License.

{"article-title":"Person - Organisation Value Congruence: The Same Values, Different Priorities"}

Although there has been increasingly more research on congruence of personal and organizational values in recent years, there is a lack of clarity on the...

Person - Organisation Value Congruence: The Same Values, Different Priorities

Data publikacji: 10 lip 2024

Zakres stron: 139 - 149

Otrzymano: 30 kwi 2024

Przyjęty: 02 maj 2024

DOI: https://doi.org/10.15544/mts.2024.15

Słowa kluczowe
personal values, organizational values, value congruence, level of fcongruence / incongruence, hierarchy, sustainability

© 2024 Jolita Vveinhardt et al., published by Sciendo

This work is licensed under the Creative Commons Attribution-NonCommercial 4.0 International License.

Person - Organisation Value Congruence: The Same Values, Different Priorities

Data publikacji: 10 lip 2024

Zakres stron: 139 - 149

Otrzymano: 30 kwi 2024

Przyjęty: 02 maj 2024

DOI: https://doi.org/10.15544/mts.2024.15

Słowa kluczowepersonal values, organizational values, value congruence, level of fcongruence / incongruence, hierarchy, sustainability

© 2024 Jolita Vveinhardt et al., published by Sciendo

This work is licensed under the Creative Commons Attribution-NonCommercial 4.0 International License.

Słowa kluczowe
personal values, organizational values, value congruence, level of fcongruence / incongruence, hierarchy, sustainability