Today's organizations face increased demands from shareholders, customers, employees, and Government bodies. The issue of having clearly defined organizational values, mission, and vision statements is critical. As part of this triad, clearly defined values help employees evaluate fit within the organization, and well-written mission and vision statements provide employees with a sense of purpose and motivation. Shared values encourage productive relationships to develop between workers and employers, enhance productivity and employee satisfaction, and reduce absenteeism and turnover. This qualitative, case study explored participant views related to the congruence between personal and corporate values and how first-level supervisors can "shape" workgroup culture so that employee values and corporate values are closely aligned. Interviews were conducted over two months at one company's leadership skills development center. The researcher used a demographic questionnaire and unstructured interviewing to collect data from 14 participants. This study asked managers to identify values that they felt were important to them personally from a list of the company's values, as well as identify possible actions that leaders could take to improve values congruence. The study also looked at how one company's values influence the behavior of its first-level managers, as well as the employees within their workgroup. In addition, the results of a literature review identified the factors that contribute to the congruence of employee and corporate values, as well as how agreement affects employee commitment within a company. Finally, the study asked managers to rate the company's leadership at three levels (executive-, mid-, and first-level) in regards to their abilities to communicate the company's values. Results of this study that compared personal and corporate values indicate that tenure, culture, and clarity of understanding of personal and corporate values directly affect values congruence. In addition, Integrity was seen as foundational to a person's values and identified by all participants as part of their value set. Interestingly, a large percentage (86%) of the participants noted that values congruence affected their commitment to the organization; only 50% suggested that it influenced their behavior, and even less believed that value congruence affected the commitment and behavior of employees.
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