Core Values Matter: People Science Brief

Do core values matter? Here’s what the research says…

Updated 10/15/2017

Matched values deepen fit and belonging.

When people perceive a match between their personal values and their organization’s values, they believe they are a good fit for the organization.

Bonus Fact: A meta-analysis of 45 studies* found that 13% of the variation in people’s perceptions of whether they are a good fit for their company can be attributed to values. Core values matter.

• Verquer, M.L., Beehr, T.A., & Wagner, S.H. (2003). A meta-analysis of relations between person-organization fit and work attitudes. Journal of Vocational Behavior, 63(3), 473-489.
• Edwards, J.R., & Cable, D.M. (2009). The value of value congruence. Journal of Applied Psychology, 94(3), 654-677.
• *Kristof-Brown, A.L., Zimmerman, R.D., & Johnson, E.C. (2005). Consequences of individuals’ fit at work: A meta-analysis of person-job, person-organization, person-group, and person-supervisor fit. Personnel Psychology, 58(2), 281-342.
• Cable, D.M., & Judge, T.A. (1996). Person-organization fit, job choice, and organizational entry. Organizational Behavior and Human Decision Processes, 67(3), 294-311.

Core values matter because they inspire commitment.

When people feel a company holds strong values, they feel a stronger commitment to the organization. The link between values and commitment is strongest when values center on humanity (e.g., courtesy and cooperation) and vision (e.g., creativity and openness).

• Finegan, J.E. (2000). The impact of person and organizational values on organizational commitment. Journal of Occupational and Organizational Psychology, 73, 149-169.
• Abbott, G.N., White, F.A., & Charles, M.A. (2005). Linking values and organizational commitment: A correlational and experimental investigation in two organizations. Journal of Occupational and Organizational Psychology, 78, 531-551.

Trust and communication link to shared core values.

The perception “my values match my organization’s values” exists alongside greater trust, better communication, and stronger attraction to the organization.

Core values can’t inspire trust if you aren’t living them as an organization:

• Edwards, J.R., & Cable, D.M. (2009). The value of value congruence. Journal of Applied Psychology, 94(3), 654-677.

Hire for values fit and keep values salient to build a strong team.

When individual values and company values overlap, people experience: higher job satisfaction, greater career satisfaction, stronger identification with the organization, and firmer intention to remain with the organization.

• Meglino, B.M., Ravlin, E.C., & Adkins, C.L. (1989). A work values approach to corporate culture: A field test of the value congruence process and its relationship to individual outcomes. Journal of Applied Psychology, 74(3), 424-432.
• Erdogen, B., Kraimer, M.L., & Liden, R.C. (2004). Work value congruence and intrinsic career success: The compensatory roles of leader-member exchange and perceived organizational support. Personnel Psychology, 57(2), 305-332.
• Edwards, J.R., & Cable, D.M. (2009). The value of value congruence. Journal of Applied Psychology, 94(3), 654-677.
• Finegan, J.E. (2000). The impact of person and organizational values on organizational commitment. Journal of Occupational and Organizational Psychology, 73, 149-169.
• Verquer, M.L., Beehr, T.A., & Wagner, S.H. (2003). A meta-analysis of relations between person-organization fit and work attitudes. Journal of Vocational Behavior, 63(3), 473-489.
• Cable, D.M., & Judge, T.A. (1996). Person-organization fit, job choice, and organizational entry. Organizational Behavior and Human Decision Processes, 67(3), 294-311.

Shared values inspire hard work and pitching in.

The impact of shared values goes beyond people’s attitudes towards their job and their work. Shared values also positively influence both task performance and contextual performance (i.e., extra-role behaviors like helping others and volunteering).

• Goodman, S.A., & Svyantek, D.J. (1999). Person-organization fit and contextual performance: Do shared values matter. Journal of Vocational Behavior, 55(2), 254-275.
• Lauver, K.J., & Kristof-Brown, A. (2001). Distinguishing between employees’ perceptions of person-job and person-organization fit. Journal of Vocational Behavior, 59(3), 454-470.

Core values promote punctuality.

Sharing core values matters for many choices. People who share their company’s values are more likely to arrive at work on time.

• Meglino, B.M., Ravlin, E.C., & Adkins, C.L. (1989). A work values approach to corporate culture: A field test of the value congruence process and its relationship to individual outcomes. Journal of Applied Psychology, 74(3), 424-432.

Values congruence improves health and well-being.

People with high values congruence report less work stress, less job anxiety, and lower burnout than people who don’t feel an alignment of personal and organizational values.

• Posner, B.Z. (2010). Another look at the impact of personal and organizational values congruency. Journal of Business Ethics 97(4), 535-541.
• Siegall, M., & McDonald, T. (2004). Person-organization value congruence, burnout and diversion of resources. Personnel Review, 33(3), 291-301.

Values are powerful when recruiting new team members.

Perceived values congruence and perceived fit with the organization weigh strongly in job preferences of active job seekers, above and beyond the attractiveness of the job’s benefits (i.e. rewards, job security).

Think about core values as magnetic for prospective customers too:

• Cable, D.M., & Judge, T.A. (1996). Person-organization fit, job choice, and organizational entry. Organizational Behavior and Human Decision Processes, 67(3), 294-311.

More Coetic Core Values Resources:

• WorkWeek Nudges ToolKits – Following strong leadership and HR practices supports everyone in living core values.
• More Core Values Blog Posts – Core values matter, so we write about them!
• Free Core Values Tool – Discern your highest-held values. Examine values that drive action. Discover alignment on core values.
• Core Values Exercise: 16 Creative Moments – Idea starters for using Coetic’s Core Values Tool to make core values matter.
• Communication Whiteboard Tool – Create fun virtual graffiti conversation about a core value.