The Journal of Psychology, 2008, 142(6), 615631 Copyright 2008 Heldref Publications

An Analysis of the Relation Between EmployeeOrganization Value Congruence and Employee Attitudes
ELIZABETH A. AMOS BART L. WEATHINGTON University of Tennessee at Chattanooga
ABSTRACT. Researchers have examined the fit or match between a person and an organization extensively in the empirical literature. Overall findings have supported the existence of a positive relation between the congruence of employee and organizational values with employee attitudes toward the organization. However, this relation is not fully understood, and more research is needed to understand the relation between the congruence of different value dimensions and multiple employee attitudes. Therefore, the authors aimed to analyze value congruence across 7 dimensions and its relation to (a) job satisfaction, (b) organizational commitment, (c) satisfaction with the organization as a whole, and (d) turnover intentions. The results suggest that the perceived congruence of employeeorganizational values by employees is positively associated with satisfaction with the job and organization as a whole and employee commitment to the organization. The results also support a negative relation between value congruence and employee turnover intentions. Keywords: job satisfaction, organizational commitment, personorganization fit

THE PERSONENVIRONMENT (PE) FIT THEORY ASSUMES that individuals prefer an environment that possesses characteristics (e.g., values, beliefs) that are similar to their own (Kroeger, 1995). In the context of an organization, this theory is referred to as personorganization (PO) fit. The concept of PO fit is important to organizations because it suggests that if people fit well with an organization, they are likely to exhibit more positive attitudes and behaviors. This relation is supported by the literature, and many studies have found relations between PO fit and work-related attitudes and behaviors (Boxx, Odom, & Dunn, 1991; Posner, 1992; Saks & Ashforth, 1997; Sekiguchi, 2004; Ugboro, 1993). PO fit is multidimensional, and its components include personality, skills, needs, and values (Westerman & Cyr, 2004). However, in the present study, we
Address correspondence to Bart L. Weathington, University of Tennessee at Chattanooga, Department of Psychology, Department 2803, 615 McCallie Avenue, Chattanooga, TN 37403, USA; bart-weathington@utc.edu (e-mail).
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were interested in primarily the values component and specifically the level of congruence between the values of employees and their employing organization and the relation of value congruence to satisfaction, commitment, and turnover. When an employees values match those of an organizationand those of their colleagues in the organizationthe values are said to be congruent. Researchers suggest that the level of value congruence between employees and their organization is positively related to attitudes such as satisfaction and commitment (e.g., Adkins, Ravlin, & Meglino, 1996; Boxx et al., 1991; Furnham & Schaeffer, 1984; Rosete, 2006). The main goal of this study was to investigate this relation further by using the seven values that Peters and Waterman (1982) identified as values that American companies with exceptional performance records possess. These values are (a) superior quality and service, (b) innovation, (c) importance of people as individuals, (d) importance of details of execution, (e) communication, (f) profit orientation, and (g) goal accomplishment. We propose that employees who have high levels of congruence on these value dimensions will also report higher levels of job and organizational satisfactions and organizational commitment. Also, we propose that these employees will report lower turnover intentions. Although we make no specific hypotheses regarding the prevalence of any value, Boxx et al. (1991) found that most organizations held superior quality and service, innovation, details of execution, and goal attainment as high values but placed little emphasis on the importance of people as individuals. However, most employees felt that the value of people as individuals should be increased. This finding suggests that there may be differences across values. No research was identified that addressed what happens when employees are congruent on some values and not others and what effect this phenomenon has on their attitudes. Therefore, researchers need to examine the relation between value congruence and employee attitudes for each value dimension holistically and separately. The relation between value congruence and job satisfaction has been examined extensively in the empirical literature (Adkins et al., 1996; Boxx et al., 1991; Furnham & Schaeffer, 1984; Westerman & Cyr, 2004). However, little research has been conducted on the relation between value congruence and satisfaction with the organization as a whole. Also, a significant amount of empirical research has addressed the relation between value congruence and organizational commitment (e.g., Boxx et al.; Meglino, Ravlin, & Adkins, 1989; Rosete, 2006), but few studies have examined the relation of congruence to different types of commitment (i.e., affective, continuance, normative; Allen & Meyer, 1990). Therefore, one goal of the present study was to contribute to this limited area of research. Value Congruence and Job Satisfaction When employees values match those of their coworkers, employees report higher levels of satisfaction (Adkins et al., 1996). In addition, employees who

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perceive that their supervisors values are similar to their own were found to be satisfied with their job (Meglino et al., 1989). For example, Furnham and Schaeffer (1984) found a positive relation between value congruence and job satisfaction for 82 full-time employees in the United States. Boxx et al. (1991) used the seven values of excellence that Peters and Waterman (1982) developed and found, again, a significant relation between congruence of these values and job satisfaction for 387 highway and transportation managers. In a more recent study, Westerman and Cyr (2004) found that, when analyzed with personality and work environment congruence, value congruence was the best predictor of job satisfaction. In addition, Verquer, Beehr, and Wagners (2003) meta-analysis of 21 studies resulted in support for a positive relation between value congruence and job satisfaction. However, this relation is confounded by other research that showed no relation between value congruence and job satisfaction (Rosete, 2006). These conflicting results may be because of the definition and measure of satisfaction that the researchers used. To corroborate Verquer et al.s findings, we hypothesized that that there is a positive relation between value congruence and job satisfaction. Hypothesis 1 (H1): A positive relation exists between PO value congruence and job satisfaction. Value Congruence and Satisfaction With the Organization As previously mentioned, there is a lack of empirical literature on employees satisfaction with their organization. Most literature focuses only on job satisfaction. On one hand, it is possible to assume that employees would be satisfied with their organization if they were satisfied with their job. On the other hand, employees could dislike the organization but still be satisfied with their job, and vice versa. In the present study, we hypothesized that there is a positive relation between value congruence and satisfaction with the organization as a whole. H2: A positive relation exists between PO value congruence and satisfaction with the organization. Value Congruence and Organizational Commitment Allen and Meyer (1996) define organizational commitment as a psychological link between the employee and his or her organization that makes it less likely that the employee will voluntarily leave the organization (p. 252). There are three commonly recognized types of organizational commitment. Affective commitment is emotional commitment (i.e., employees stay at their job because they want to stay). In continuance commitment, employees stay at an organization because it would cost them more to leave it (i.e., employees stay because they must stay). In normative commitment, employees remain a part of their

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organization because they feel obligated to stay (i.e., employees stay because they feel that they should; Allen & Meyer). A review of the research literature identified several studies that examined the relation between value congruence and organizational commitment; Meglino et al. (1989) found a positive relation between the two constructs. However, the relation was significantly higher for those who were employed at the organization for a longer time, suggesting that tenure could account for the relation. Also, Boxx et al. (1991) found a positive relation between congruence and commitment among transportation department executives. Posners (1992) results showed that there was a significant positive relation between value congruence and organizational commitment (type of organizational commitment measured was not identified). Ugboro (1993) examined the relation between value congruence and affective commitment and found that they were significantly and positively related. Recently, Rosete (2006) examined the relation between value congruence of employees and human resources managers and found a significant positive relation between value congruence and organizational commitment. Verquer et al.s (2003) meta-analysis also examined organizational commitment. Not all of the studies in the meta-analysis included a measure of commitment; those that did measured only normative or affective commitment. However, the results of the meta-analysis generally supported the positive relation between value congruence and organizational commitment (Verquer et al.). Most of the studies we reviewed have included only one measure of commitment. Therefore, results that concern the possible differences between value congruence and affective, continuance, or normative commitment are unavailable. Accordingly, one goal of the present study was to add to the literature concerning values and affective, normative, and continuance commitments. We assumed that there is a positive relation between congruence dimensions and affective and normative organizational commitments. Individuals who have a high continuance commitment stay with an organization because they feel that it would cost them more to leave than it would to stay (Allen & Meyer, 1996). This suggests that people may leave the organization if other aspects of their life permitted them to do so (e.g., better job opportunity, more money). Therefore, we did not assume that value congruence has a significant positive relation with continuance commitment. H3a: A positive relation exists between participant value congruence dimensions and affective organizational commitment. H3b: A positive relation exists between participant value congruence dimensions and normative organizational commitment. Value Congruence and Turnover Employee turnover is a problem for organizations around the world because it is costly. That is, turnover costs time and money for employees to separate from an organization and for an organization to recruit and train replacements.

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According to the American Management Association, turnover costs can range from 25% to 200% of annual compensation (Branham, 2000). Verquer et al.s (2003) meta-analysis found a significant relation between value congruence and turnover intent. When individuals values match those of their organization, they are less likely to leave. Therefore, we hypothesized as follows: H4: A negative relation exists between participant value congruence dimensions and turnover intent. Method Participants Participants were 151 undergraduate and graduate students (94 women [62.3%], 50 men [31.1%], 7 unreported [4.6%]) from a midsize university in the southern United States. The participants age ranged from 18 to 45 years (M = 23 years, SD = 4.2 years). Of participants, 92 (60.9%) were undergraduate students, whereas 51 (33.8%) were graduate students, and 8 (5.2%) did not specify their academic status. Regarding their work status, 95 participants (62.9%) reported that they had a part-time job, whereas 37 (24.5%) reported that they had a fulltime job; 11 (7.3%) reported that they were not employed; and 8 (5.2%) did not report employment information. The participants race or ethnicity varied: 107 (70.9%) indicated White; 25 (16.6%) indicated African American; 5 (3.3%) indicated Asian or Asian American; 2 (1.3%) indicated Latino or Hispanic; and 12 (7.9%) indicated Other or did not report their race or ethnicity. Procedure Each participant received a questionnaire that contained measures of value congruence, job satisfaction, organizational satisfaction, organizational commitment, and turnover intent. The participants completed the questionnaires during scheduled class periods. In addition to providing the participants with a written informed-consent form, we informed them verbally that the survey was confidential and anonymous. The participants were instructed to refrain from providing any identifying information on the survey. The experimenter collected the questionnaires immediately after the participants completed them. The response rate was 92%. We omitted 12 participants (8%) from the study because of incomplete responses or because they did not currently hold a job. Consequently, we used 139 participants in our analysis. Measures Value congruence. We measured value congruence by using the Seven Values of Excellence Scale that Peters and Waterman (1982) developed. The seven values

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that we measured were (a) superior quality and service, (b) innovation, (c) importance of people as individuals, (d) importance of details of execution, (e) communication, (f) profit orientation, and (g) goal accomplishment. We asked the participants to what extent each value exists in their organization, using a 7-point Likert-type scale ranging from 1 (does not exist) to 7 (exists to a large extent). Later in the questionnaire, we asked them to what extent they think each value should exist in their organization, using a 7-point Likert-type scale ranging from 1 (should not exist) to 7 (should exist to a large extent). We calculated congruence by subtracting the degree to which participants believed a value should exist from the degree to which they felt a value existed. Peters and Waterman reported a reliability coefficient of .83. However, in the present study, the reliability coefficient was .75. Job satisfaction. We measured this value by using the Overall Job Satisfaction Scale that Brayfield and Rothe (1951) developed. The scale consisted of 18 statements. For consistency with other measures, this scale was modified from its original 5-point Likert-type scale. We asked the participants to what extent they agreed with each statement, using a 7-point Likert-type scale ranging from 1 (strongly disagree) to 7 (strongly agree). Brayfield and Rothe reported a reliability coefficient of .87. In the present study, the reliability coefficient was .94. Although this measure is relatively old (developed in 1951), it is generally recognized as an affectively based measure of job satisfaction (Schleicher, Watt, & Greguras, 2004) and has been used in many recent studies that have examined employee attitudes, emotions, and PO fit (Bono, Foldes, Vinson, & Muros, 2007; Meglino & Korsgaard, 2007; Piasentin & Chapman, 2007). Satisfaction with the organization as a whole. We measured satisfaction with the organization by modifying Warr and Routledges (1969) scale. For consistency, we modified this measure for 12 statements so that participants used a 7-point Likert-type scale ranging from 1 (strongly disagree) to 7 (strongly agree). The reliability coefficient for this measure was .84. Organizational commitment. We measured organizational commitment by using the Affective Commitment Scale (ACS), Normative Commitment Scale (NCS), and Continuance Commitment Scale (CCS) that Allen and Meyer (1990) developed. Each scale comprised eight items that we asked participants to rate on a 7-point Likert-type scale ranging from 1 (strongly disagree) to 7 (strongly agree). Allen and Meyer (1990) reported that the reliability coefficients for ACS, NCS, and CSS were .87, .79, and .75, respectively. In the present study, the reliability coefficients for ACS, NCS, and CSS were .85, .69, and .68, respectively. Turnover intent. We measured turnover intent by using a scale that Mobley, Griffeth, Hand, and Meglino (1979) developed. The measure consisted of three items

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that participants rated using a 7-point Likert-type scale ranging from 1 (strongly disagree) to 7 (strongly agree). The reliability coefficient for this measure was .86. Results Table 1 presents descriptive statistics for each variable in the present study. Table 2 presents the correlation coefficients for each variable. Results support all hypotheses. Total value congruence correlated significantly with job satisfaction (r = .41), organizational satisfaction (r = .41), affective commitment (r = .36), normative commitment (r = .34), and turnover intent (r = .37). Value congruence did not correlate significantly with continuance commitment. We also calculated correlations for congruence of each value dimension (see Table 3). Superior quality and service were significantly correlated with job satisfaction (r = .24), organizational satisfaction (r = .33), affective commitment (r = .30), normative commitment (r = .28), and turnover intent (r = .17). Innovation correlated significantly with job satisfaction (r = .19), organizational satisfaction (r = .16), affective commitment (r = .13), normative commitment (r = .21), and turnover intent (r = .21). The value of importance of people as individuals was significantly correlated with job satisfaction (r = .48), organizational satisfaction (r = .53), affective commitment (r = .48), normative commitment (r = .37), and turnover intent (r = .48). Importance of details of execution correlated significantly with job satisfaction (r = .24), organizational satisfaction (r = .19), affective commitment (r = .21), normative commitment (r = .26), and turnover
TABLE 1. Descriptive Statistics for Variables Score Variable Min Max 17.57 83.00 54.00 53.00 52.00 21.00 1.00 2.00 1.00 2.00 1.00 3.00 1.00 2.00 M 11.60 59.05 30.70 32.87 31.95 10.10 0.91 1.08 1.20 1.01 1.63 0.19 0.99 7.00 SD 3.03 12.00 10.09 8.65 7.51 5.33 1.17 1.44 1.49 1.50 1.65 1.37 1.20 6.25

Job satisfaction 2.57 Organizational satisfaction 25.00 Affective commitment 8.00 Continuance commitment 14.00 Normative commitment 12.00 Turnover intent 3.00 Superior quality and service 6.00 Innovation 6.00 Importance of people as individuals 6.00 Importance of details of execution 6.00 Communication 6.00 Profit orientation 5.00 Goal accomplishment 5.00 Total value congruence 30.00

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TABLE 2. Correlations Between Variables (n = 139) Variable 1. Job satisfaction 2. Organizational satisfaction 3. Affective commitment 4. Continuance commitment 5. Normative commitment 6. Turnover intent 7. Value congruence
*

1 .67** .76** .05 .37** .65** .41**

.66** .08 .43** .60** .41**

.12 .50** .20* .69** .07 .43** .36** .05 .34** .37**

p < .05. **p < .01.

intent (r = .24). The value of communication was correlated significantly with job satisfaction (r = .38), organizational satisfaction (r = .48), affective commitment (r = .35), normative commitment (r = .27), and turnover intent (r = .40). In addition, the value of goal accomplishment was significantly correlated with job satisfaction (r = .31), organizational satisfaction (r = .25), affective commitment (r = .20), normative commitment (r = .18), and turnover intent (r = .17). The value of profit orientation was significantly negatively correlated with organizational satisfaction (r = .18). Profit orientation was not significantly correlated with any other variable. Hypotheses-Related Analyses We analyzed the relation between total value congruence and employee attitudes further by using a simple regression analysis (see Table 4). We found that the total value congruence had a significant relation (p < .001) with job satisfaction ( = .41), organizational satisfaction ( = .41), affective commitment ( = .36), normative commitment ( = .34), and turnover intent ( = .37). We also conducted multiple linear regression analyses for all of our hypotheses; Table 4 shows these results. H1 predicted that there would be a positive relation between value congruence dimensions and job satisfaction. Results provide evidence that the congruence of only one value, importance of people as individuals ( = .35; p < .001), had a significant relation with job satisfaction. All other values were not significant. H2 predicted that there would be a positive relation between value congruence dimensions and organizational satisfaction. Table 4 shows that the congruence of superior quality and service ( = .17; p < .05), importance of people as individuals ( = .35; p < .001), and communication ( = .25; p < .01) had a significant positive relation with organizational satisfaction. We found that profit

TABLE 3. Correlations Between Values and Employee Attitudes (n = 139)

Value .24** .19* .48** .24** .38** .05 .31** .01 .04 .03 .05 .09 .03 .03 .33** .16* .53** .19* .48** .18* .25** .30** .13* .48** .21* .35** .09 .20*

Job satisfaction

Organizational satisfaction

Affective commitment

Continuance commitment

Normative commitment .28** .21* .37** .26** .27** .06 .18*

Turnover intent .17* .21* .48** .24** .40** .08 .17*

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Superior quality and service Innovation Importance of people Importance of details Communication Profit orientation Goal accomplishment

p < .05. **p < .01.

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TABLE 4. Summary of Single and Multiple Linear Regression Analyses for Values and Employee Attitudes (n = 139) Job satisfaction .01 .04 .35*** .04 .12 .06 .14 .41*** .17*** .17*** .13*** .26*** .16 .08 .39*** .05 .09 .09 .03 .36*** .17* .05 .35*** .07 .25** .18* .03 .41*** .38*** .27*** .15 .04 .27** .12 .02 .08 .05 .34*** R2 R2 R2 R2 .18*** Organizational satisfaction Affective commitment Normative commitment Turnover intent R2 .27***

Value

Superior quality and service Innovation Importance of people Importance of details Communication Profit orientation Goal accomplishment Total congruence value

.12***

.04 .04 .39*** .09 .18 .05 .07 .37***

.14***

p < .05. **p < .01. ***p < .001.

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orientation ( = .18; p < .05) was significantly and negatively related. We found no other values that were significant. H3a and H3b pertained to organizational commitment; they predicted that there is a positive relation between value congruence dimensions and affective and normative organizational commitment, respectively. The results, which Table 4 shows, provide evidence that the congruence of only one valuethe importance of people as individualshad a significant relation with affective commitment ( = .39; p < .001) and normative commitment ( = .27; p < .01). We found no other values that were significant. We made no hypotheses regarding continuance commitment. However, results from regression analyses indicated that no values were significantly related to continuance commitment. H4 predicted that there would be a negative relation between value congruence dimensions and turnover intent. Regression analyses showed that only importance of people as individuals had a significant relation with turnover ( = .39; p < .001). Turnover intent increased as the congruence of this value decreased. Discussion In the present study, we aimed to examine the relation between value congruence dimensions and employee attitudes. That is, when the congruence of what individual employees believe the organization values and what they believe the organization should value is high, does that congruence influence their attitudes regarding work? Specifically, does that congruence influence job satisfaction, satisfaction with the organization, organizational commitment, and turnover intent? Results suggest that this is generally the case. However, the superior quality and service and importance of people value dimensions most predicted employees attitudes. Much research has shown that value congruence is significantly related to job satisfaction (Adkins et al., 1996; Boxx et al., 1991; Furnham & Schaeffer, 1984; Meglino et al., 1989; Verquer et al., 2003), and the present results further support these previous findings. In the present study, when employees reported high value congruence, they were generally more satisfied with their job. However, only the importance of people as individuals value facet significantly related to job satisfaction. This circumstance indicates that employees who perceive their organization as valuing employees as individuals report higher job satisfaction. We find this result interesting and one that can be combined with existing literature to explain the employeeorganization relation more fully. For example, Weathington and Tetrick (2000) found that employees evaluate why organizations provide nonwage benefits to them. As a whole, employees have more positive attitudes toward organizations that they perceive as providing benefits to promote the health and well-being of individuals. Together, these findings suggest that organizations can influence employees attitudes. Benefit provision provides one

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possible mechanism for this. Beyond a monetary valuation, corporate executives and benefit administrators need to consider the message that benefit provision and administration send to employees regarding corporate values. The relation between value congruence and satisfaction with the organization as a whole has not been examined extensively in the literature. Assuming that employees who were satisfied with their job would also likely be satisfied with their organization, we hypothesized a positive relation for value congruence and organizational satisfaction. Results supported this hypothesis. Both the total value congruence and job satisfaction were significantly correlated with organizational satisfaction. These findings indicate not only that congruence of values relates to individual employees organizational satisfaction but also that this satisfaction significantly relates to their job satisfaction. Though this finding seems like common sense, it shows that how individual employees feel about their organization may influence how they feel about their job, and vice versa. The results suggest that these two constructs may be related but are not equivalent. Regression analyses further showed a significant relation between value congruence and organizational satisfaction. Congruence of the values of superior quality and service, importance of people as individuals, and communication were significantly and positively related to organizational satisfaction. These results suggest that individual employees satisfaction with their organization will likely be higher when there is high congruence of these three values. These results seem reasonable. We directed the value congruence survey toward the organization more than the job, so it seems natural that more of the values would significantly relate to organizational satisfaction. It is interesting that we found that the value of profit orientation had a significant negative relation to organizational satisfaction. There may be a general negative connotation associated with organizations that individuals perceive as only valuing profit. This result may indicate also that the congruence of profit orientation does not adequately predict employees attitudes. In addition, participants in this study worked in a variety of (more than 20 different) industries. Therefore, this could be a relation that varies across different industries. As discussed earlier, there are three types of organizational commitment: affective commitment (emotional; staying at an organization because one wants to stay), continuance commitment (staying because one has to stay); and normative commitment (staying because of feeling obligated to stay). Past research has generally shown that there is a significant relation between value congruence and organizational commitment (Boxx et al., 1991; Meglino, et al., 1989; Rosete, 2006). However, most of that research has focused primarily on affective commitment and, to a lesser extent, normative commitment. Although in the present study we examined all three types of organizational commitment, we made no hypothesis on continuance commitment. We hypothesized that both affective and normative organizational commitment relate significantly to value congruence, and the results supported these hypotheses. Value congruence was

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significantly correlated with affective and normative commitment but not with continuance commitment. Regression analyses further supported the hypotheses. However, we found only that the value of importance of people as individuals was significant. These results suggest that organizations that value the importance of people will likely have employees who report higher affective and normative commitment. These results seem reasonable. Employees who feel that their organization values the same things that they do will be more likely to have an emotional attachment to their organization. They may also feel an obligation to stay with their organization. Possibly, such a feeling of obligation would be because of the fact that they feel their organization has valued and treated them well. Value congruence as a whole was not significantly correlated with continuance commitment. In addition, we found no value facets that significantly related to continuance commitment. These findings seem reasonable. Continuance commitment has little to do with how individual employees feel about their job or organization; rather, it has to do with how they feel staying with or leaving their organization would affect them. In determining continuance commitment, the level of value congruence may be given little or no consideration. Turnover intention has been shown to have a negative relation with value congruence (Verquer et al., 2003). When employees values do not match those of their organization, they are likely to leave. Correlations showed a significant negative relation. Regression analysis also showed a negative relation with the value of importance of people as individuals. These results suggest that organizations that do not value people as individuals have employees with a high turnover intention. As mentioned earlier, we also calculated correlations for each value and variable. All values but one were significantly correlated with each variable. It is interesting that profit orientation was only significantly correlated with organizational satisfaction with a coefficient of .18; it was not significantly correlated with any other variable. In addition to the results from the aforementioned regression analyses, this result possibly indicates that the value of profit orientation does not significantly influence employees attitudes, specifically those regarding satisfaction and commitment. This finding may also be a result of the industry in which the participants work. Limitations This study had some limitations. All of the participants were students, and the majority of them were White females from the southeastern United States. These findings may not generalize across race, ethnicity, gender, or geographic region. Future studies should use a broader range of participants from an organizational setting. Another limitation is common method variance (CMV),

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which can occur when constructs are measured using the same methods. In the present study, we measured employees attitudes by using only self-report questionnaires. CMV can result in false correlations between variables. A third limitation of the present study pertains to the value of profit orientation. The study does not provide an adequate explanation of why profit orientation was negatively related to organizational satisfaction. Future researchers should examine this issue further. Conclusion On the basis of the present study, researchers can see that values can influence employees attitudes. Specifically, either the congruence of or the discrepancy between individual and organizational values can relate to job satisfaction, organizational satisfaction, affective and normative commitment, and turnover intentions. When individual employees values match those of their organization, they are likely to report higher levels of satisfaction and commitment and lower levels of turnover intent. When recruiting and hiring employees, organizations may find it useful to consider what values their employees believe are important. It is important for organizations to understand how value congruence could affect employees attitudes, specifically in satisfaction and commitment. Organizations with a turnover problem may find it useful to consider employees levels of value congruence. Future researchers should expand on the relation between employee organization value congruence and differing employee attitudes. Job satisfaction has often been treated as a multifaceted yet unitary construct. The consideration of both the cognitive and affective components of satisfaction must be evaluated by using different measures. In addition, attitudes that are not commonly measured in the empirical literature (e.g., satisfaction with the organization as a whole) need to be more clearly incorporated into theory and practice. Using values in employee recruitment, selection, and evaluation has both positive and negative consequences that must be considered. Recruitment programs are typically designed to present a positive image of organizations. The inclusion of information on corporate values provides an opportunity for the organization to present potential employees with information about the climate and culture of the organization that can serve as a realistic preview of the job and what it is like to work for the organization. However, this information also sets up employees expectations that the organization must then fulfill. This exchange creates a psychological contract (Rousseau, 1995) between the employee and organization that can result in serious negative consequences if either party violates it. In actual employee selection and evaluation, the use of values can be complicated. Valid selection techniques are designed to predict future employees behavior, and this prediction requires the identification and operationalization of

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job-related constructs and behavioral outcomes related to those constructs. For example, Gatewood, Field, and Barrick (2008) recommended that any traits that are used in employee selection should be linked with job tasks and knowledge, skills, and abilities (KSAs). Because values are typically linked with employee attitudes, this process is complicated by the fact that attitudes do not necessarily indicate core job behavior. For example, Atchison (2007) found that although value congruence predicted employee commitment, less than half of the employees who were surveyed felt that it affected their behavior. Accordingly, researchers should be careful when they use the value congruence in making administrative decisions regarding employees. Accurate representations of both employee and organizational values are critical, and measures must be linked to required competencies, KSAs, and behaviors. The results of the present study support the idea that employees who fit well or perceive themselves as fitting well in an organization will likely be more satisfied with their job and more committed to remaining with the organization. Therefore, PE fit (PO, value congruence) may increase job satisfaction and organizational commitment, thus reducing employee turnover and costs associated with turnover (Boxx et al., 1991; Posner, 1992; Saks & Ashforth, 1997; Sekiguchi, 2004; Ugboro, 1993). The present study adds to an already substantial literature on the importance of values in the workplace. However, more work on additional constructs, using differing methods and applying findings in organizations, is necessary.
AUTHOR NOTES Elizabeth A. Amos is a recruiting coordinator for Hospital Shared Services in Denver, CO. Her primary research interests focus on the relation between employee and organizational value systems. Bart L. Weathington is a UC Foundation assistant professor of industrialorganizational psychology at the University of Tennessee at Chattanooga. His research focuses on the application of psychological knowledge in organizations. He is specifically interested in employee selection and compensation and sport psychology. REFERENCES Adkins, C. L., Ravlin, E. C., & Meglino, B. M. (1996). Value congruence between co-workers and its relationship to work outcomes. Journal of Applied Psychology, 21, 439460. Allen, N. J., & Meyer, J. P. (1990). The measure and antecedents of affective continuous and normative commitment to the organization. Journal of Occupational Psychology, 63, 118. Allen, N. J., & Meyer, J. P. (1996). Affective continuance and normative commitment to the organization: An examination of construct validity. Journal of Vocational Behavior, 49, 252276. Atchison, G. M. (2007). Values congruency: A qualitative investigation into how firstlevel managers view congruence between personal values and corporate values. Unpublished doctoral dissertation, Capella University, Minneapolis, MN.

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Original manuscript received July 24, 2007 Final version accepted January 16, 2008