O'Reilly et al. (1991) defines value congruence as the match between the organization's culture and individual's values. The study is based on the same definition. It aims at determining the importance of rewards and resources for staff-members having different continuum of work values, association of work value congruence with organizational facilities, and assessing the impact of interpersonal interactional opportunity on attitudinal responses of employees. Significance of a particular aspect of job and organizational arrangements are correlated; further, significance of difference in the correlation coefficient is measured. The study reveals significant effect of work-value orientation on response to autonomy, organizational facilities, and organizational arrangements in terms of job satisfaction, citizenship and retaliatory behavior, intrinsic motivation, and job-involvement in employees. The chapter suggests that appropriate match between dominant values in individual employees and corresponding organizational arrangements is one of the significant antecedents of job satisfaction and involvement in the employees.
Does an intrinsic work value orientation strengthen the impact of job resources? A perspective from the Job Demands–Resources Model
