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The impact of organisational values and performance management congruency on satisfaction and commitment
Author(s) -
Rosete David
Publication year - 2006
Publication title -
asia pacific journal of human resources
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.825
H-Index - 33
eISSN - 1744-7941
pISSN - 1038-4111
DOI - 10.1177/1038411106061508
Subject(s) - organizational commitment , business , psychology , job satisfaction , business administration , management , social psychology , economics
The relationship between organisational values and performance management systems and the influence this relationship has on an employee's job satisfaction and commitment was investigated surveying 325 employees from an Australian public service organisation. Respondents were classified into four main value types ‐ Collegial, Meritocratic, Leadership and Elite, according to a typological theory of organisational values. Factor analysis of the performance management items revealed two core dimensions ‐ compensation and developing an individual. Using identified value types and factor scores, the notion of congruency was developed. Independent group's t‐test identified significant differences in value‐human resource management congruency and organisational commitment. The implications of these findings are that organisational values are an important organising principle (among others, such as organisation size, industry type, and competitive strategy) in the designing of human resource management policies.