Birds of a feather: how manager–subordinate disagreement on goal clarity influences value congruence and organizational commitment
| Author | Randall S. Davis,Edmund C. Stazyk |
| Published date | 01 March 2021 |
| DOI | 10.1177/0020852319827082 |
| Date | 01 March 2021 |
| Subject Matter | Articles |
Review of
Administrative
Article
Sciences
International Review of Administrative
Birds of a feather: how
Sciences
2021, Vol. 87(1) 39–59
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manager–subordinate
The Author(s) 2019
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disagreement on goal
DOI: 10.1177/0020852319827082
journals.sagepub.com/home/ras
clarity influences value
congruence and
organizational
commitment
Edmund C. Stazyk
State University of New York, USA
Randall S. Davis
Southern Illinois University, USA
Abstract
A substantial body of research underscores the importance of congruence between
employee and organizational values. Yet, despite evidence that value congruence affects
key individual and organizational outcomes, several gaping holes still exist in the
research. We add to existing public management scholarship by: (1) examining whether
and how value congruence affects an employee’s affective organizational commitment;
and (2) responding to recent calls for scholars to clarify the processes through which
value congruence shapes employee attitudes and behavior. Drawing on dyadic data
compiled on a sample of senior managers in US local governments, results indicate
that value congruence is associated with higher levels of affective organizational com-
mitment. Additionally, value congruence is even more important in instances when
higher levels of goal ambiguity are present.
Corresponding author:
Edmund C. Stazyk, Department of Public Administration and Policy, University at Albany, State University of
New York, 1400 Washington Avenue, Albany, NY 12222, USA.
Email: estazyk@albany.edu
40
International Review of Administrative Sciences 87(1)
Points for practitioners
Study findings have several practical implications for public managers. First, results
indicate that managers must acknowledge and account for employees’ perceptions of
organizational goal ambiguity if they hope to retain employees. To this end, managers
would do well to design goals in concert with their employees; the process of
co-creating goals may help limit ambiguity. Second, managers must create robust com-
munication systems that welcome disagreement and recognize the importance of effec-
tive dialogue on the nature of goals. Finally, managers should provide feedback on goals
at regular intervals in order to help employees understand expectations.
Keywords
fit, goals, organizational commitment, value congruence, values
Introduction
Research stresses the importance of attaining congruence or fit between an
employee and the organization (Chatman, 1989; Edwards, 1994; Edwards and
Cable, 2009; Kristof, 1996). Recognition that congruence between employees
and organizations matters traces back to Fiedler’s (1967, 1978) Contingency
Model and Hackman and Oldham’s (1980) job-characteristics model—both of
which suggested that key individual and organizational characteristics interacted
in ways that shape and explain employee behavior and on-the-job performance.
Recently, research has argued that congruence between the values of employees
and those espoused by an organization shed light on the specific attitudes and
behavior of workers (Chatman, 1989; Edwards, 1991; Kristof, 1996).
Several different theories of value congruence (e.g. person–environment fit)
have emerged over time. While there is considerable variation among different
treatments of value congruence, there is also significant overlap in our overarching
understanding of the concept. Generally, theories of value congruence or fit refer
to “the compatibility between people and organizations that occurs when: (a) at
least one entity provides what the other needs, or (b) they share similar fundamen-
tal characteristics, or (c) both” (Kristof, 1996: 5). The concept gauges the degree of
overlap between employee and organizational characteristics.
Value congruence is significant for several reasons. For instance, as Edwards
and Cable (2009: 654) note: “when employees hold values that match the values of
their employing organization, they are satisfied with their jobs, identify with the
organization, and seek to maintain the employment relationship.” Also, employees
who identify with their organizations are more likely to find meaning in their jobs,
less likely to turnover, and more likely to engage in organizational citizenship
behaviors (Cascio, 1999; Edwards and Cable, 2009; Paille´ et al., 2013; Podsakoff
et al., 2000; Riketta, 2005).
Stazyk and Davis
41
Despite evidence that value congruence matters, research holes still exist. For
example, research has yet to fully distill many of the mechanisms through which
value congruence influences employee attitudes and behavior. Likewise, it remains
unclear whether efforts to shape value congruence and employee behavior
easily permeate throughout an organization. Furthermore, most of the research
primarily reflects findings from private firms rather than public organizations—a
surprising trend given long-standing arguments that the values of public and pri-
vate organizations vary markedly (Bozeman, 2007; Perry and Rainey, 1988; Perry
and Wise, 1990; Van der Wal et al., 2008).
Building on this point, value congruence may be especially important to public
organizations for a number of interrelated reasons. First, many public employees
are guided by strongly held value sets that extend well beyond self-interest
(Frederickson, 1997; Perry and Wise, 1990; Stazyk and Davis, 2015; Stazyk
et al., 2017; Vandenabeele, 2007; Wright and Pandey, 2008). Public employees
often self-select into a particular public organization because they believe that
organization holds values similar to their own—usually values that are grounded
in a commitment to the broader commonweal or particular policy issues. Second,
values and value congruence help explain when and why employees will exhibit
high levels of (public service) motivation and organizational commitment, poten-
tially improving organizational performance (Andrews and Mostafa, 2017;
Stazyk et al., 2011; Vandenabeele, 2007; Wright and Pandey, 2008). When
public employees fail to perceive congruence, they are less likely to act in ways
that correspond with a fulsome realization of organizational goals and objectives,
and may seek alternative employment opportunities (Wright and Pandey, 2008).
Finally, as Langbein and Stazyk (2017) note, public organizations are typically
unable to rely on robust extrinsic incentives to retain and motivate employees.
In such cases, public organizations can create climates that recognize and leverage
employees’ unique values and expectations.
The current study adds to existing scholarship in two ways. First, our study
expands the otherwise modest body of research on value congruence in the public
sector setting by examining whether and how value congruence affects an employ-
ee’s organizational commitment. Second, we respond to recent calls for scholars to
clarify the processes through which value congruence shapes employee attitudes
and behavior. (Following existing research, we assume employee attitudes (such as
those collected in survey research) shape many of the behaviors exhibited by work-
ers, including, for example, organizational commitment (Ajzen and Fishbein, 1977;
Cropanzano et al., 2003; Pinder, 2008; Randall et al., 1999).) Relying on dyadic
data structured to capture supervisor–subordinate relationships, we examine
whether employee value fit becomes more or less important when supervisors
and their immediate subordinates report different levels of organizational goal
clarity. We examine whether divergence between supervisors and subordinates
makes fit even more relevant. Evidence supporting this assertion implies that
value congruence helps buffer employees from deleterious uncertainty, potentially
reducing employee turnover. Next, we introduce our dependent variable: affective
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International Review of Administrative Sciences 87(1)
commitment. We then link affective commitment, value congruence, and goal
ambiguity before turning to our analysis and conclusions.
Organizational commitment
Organizational commitment occupies a place of prominence in management stud-
ies due to the concept’s influence on individual and organizational outcomes
(Meyer and Allen, 1991; Stazyk et al., 2011). Committed employees demonstrate
higher levels of job involvement and job satisfaction—themselves key predictors of
employee turnover (Mathieu and Zajac, 1990; Meyer et al., 2002; Solinger et al.,
2008). Furthermore, “individuals with higher levels of commitment are more likely
to have lower absenteeism rates, engage in organizational citizenship behaviors, be
better performers, and express greater health and well-being” (Stazyk et al.,
2011: 604).
Scholars have attempted to clarify the organizational commitment concept over
time (Meyer and Allen, 1991). Ultimately, these efforts have done more to dem-
onstrate that commitment is a highly nuanced concept that encompasses employee
attitudes and behaviors, as well as several distinct dimensions (Ko et al., 1997;
Meyer and Allen, 1991; Meyer et al., 2002; Mowday et al., 1982; Solinger et al.,
2008; Stazyk et al., 2011). Nevertheless, most commitment theories share a set of
core
assumptions
best
articulated
in
Meyer
and
Allen’s
(1991)
three-
component model.
Meyer and Allen’s (1991, 1997) model holds that commitment encompasses
three distinct components: affective, continuance, and normative commitment.
The model further assumes that:
employees with a strong affective commitment remain with the organization because
they want to, those with a strong continuance...
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