An Investigation of the Relationship between Work Value Congruence in a Dyad and Organizational Commitment as Mediated by Organizational Influences

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Researchers suggest that value congruence in superior-subordinate dyads results in positive outcomes for an organization (Kemelgor, 1980; Meglino, Ravlin, & Adkins, 1989; 1990; Parkington & Schneider, 1979; Senger, 1971; Weeks, Chonko, Kahle, 1989). Further, evidence is presented which suggests that commitment at the organizational level is achieved, in part, through value congruence at the individual level of analysis. Analysis at the individual level reflects the effect of shared values on interpersonal relations. Work value congruence in a dyad enhances the development of a high quality dyadic relationship. The subordinate in such a relationship perceives being allowed more participation in decision ... continued below

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viii, 192 leaves : ill.

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Dale, Kathleen M. (Kathleen Marie) May 1997.

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  • Dale, Kathleen M. (Kathleen Marie)

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Researchers suggest that value congruence in superior-subordinate dyads results in positive outcomes for an organization (Kemelgor, 1980; Meglino, Ravlin, & Adkins, 1989; 1990; Parkington & Schneider, 1979; Senger, 1971; Weeks, Chonko, Kahle, 1989). Further, evidence is presented which suggests that commitment at the organizational level is achieved, in part, through value congruence at the individual level of analysis. Analysis at the individual level reflects the effect of shared values on interpersonal relations. Work value congruence in a dyad enhances the development of a high quality dyadic relationship. The subordinate in such a relationship perceives being allowed more participation in decision making, more positive work experiences, and less role stress (Turban & Jones, 1988). These items have been found to be predictor variables of commitment from Steer's (1977) framework of antecedents. In this study, a research model was proposed which suggests that work value congruence in the subordinate-superior dyad leads to organizational commitment through its effect on subordinate perceptions of role stress characteristics, participation, and work experiences. The model integrates the organizational aspects of the Steer's (1977) framework for organizational commitment with the interpersonal effect of work value congruence. A field study design using a sample of 96 subordinate-superior dyads at a large Midwestern manufacturing corporation was used for the study. The influence of dyadic work value congruence on organizational commitment as mediated by subordinate perceptions of role stress, participation, and initiation structure/consideration were tested using hierarchical regression. The results of the study indicate that value congruence has a direct influence on OC rather than being mediated by perceptions of role stress characteristics, participation in decision making, and work experiences as predicted in the proposed model. Role stress characteristics and participation in decision making were also found to directly influence levels of OC, however, support was not found for the positive influence of work experiences.

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viii, 192 leaves : ill.

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  • May 1997

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  • March 24, 2014, 8:07 p.m.

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  • May 28, 2015, 8:38 a.m.

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Dale, Kathleen M. (Kathleen Marie). An Investigation of the Relationship between Work Value Congruence in a Dyad and Organizational Commitment as Mediated by Organizational Influences, dissertation, May 1997; Denton, Texas. (digital.library.unt.edu/ark:/67531/metadc277726/: accessed October 21, 2017), University of North Texas Libraries, Digital Library, digital.library.unt.edu; .