Multiple perspectives of congruence: relationships between value congruence and employee attitudes
Version of Record online: 3 AUG 2005
Copyright © 2005 John Wiley & Sons, Ltd.
Journal of Organizational Behavior
Volume 26, Issue 6, pages 591–623, September 2005
How to Cite
Ostroff, C., Shin, Y. and Kinicki, A. J. (2005), Multiple perspectives of congruence: relationships between value congruence and employee attitudes. J. Organiz. Behav., 26: 591–623. doi: 10.1002/job.333
- Issue online: 3 AUG 2005
- Version of Record online: 3 AUG 2005
- Manuscript Accepted: 3 MAR 2005
- Manuscript Received: 29 MAR 2004
The relative importance of multiple types of value congruence—person–environment (P-E), person–person (P-P), and perceptual fit—across two hierarchical levels (workgroup and manager) and across multiple dimensions of values was investigated in a sample of 951 employees from 113 bank branches. As expected, different types of value congruence and different value dimensions were differentially important for outcomes. Both P-E fit (between an individual's personal values and the cultural values of the organization) and perceptual fit (between an individual's perception of the organization's values and the organization's values as perceived by others) were found to be related to satisfaction, commitment, and turnover intentions, while P-P fit (between an individual's personal values and the personal values of others) was not. Further, P-E congruence results were generally stronger for fit with the workgroup than fit with the manager and results were stronger for the rational goal dimension which focused on external customer service. In contrast, results for perceptual fit revealed that fit was generally more important for fit with the manager than fit with the workgroup and was generally more important for the open system dimension which focused on flexibility and innovation. Copyright © 2005 John Wiley & Sons, Ltd.