It's not enough just to say it. Mission alignment in actions, practices, policies, and decisions turns a mission statement from a plaque on a wall into a powerful lever to achieve great outcomes. Here's the research...
Mission alignment links to the bottom line.
Aligning organizational policies, procedures, and internal structures with the mission statement has a direct impact on financial performance1,2,4.
Mission alignment is a source of organizational strength.
Alignment among strategy, purpose, and organizational processes leads to increased capabilities and higher performance6,7,9,10.
Mission alignment impacts how people feel about and invest in the organization.
Integrating mission into internal processes leads to higher job satisfaction and stronger organizational commitment.
Mission alignment starts with the relationship between an individual and the organization, and expands to knit employees together in pursuit of the organization's mission. Alignment is personal3,5,8.
Mission alignment promotes good manners and pitching in.
People engage in more extra-role behaviors (i.e., organizational citizenship) when their organization has great mission alignment. Going above and beyond can mean anything from filling the coffee pot to staying late8.
Do a few important things to strengthen mission alignment.
Several factors contribute to mission alignment.
Communicate about goals and objectives - make sure people know Why.
Shape meaningful and engaging jobs (role clarity, group participation, employee empowerment).
Practice habits of strong managerial effectiveness3.
See the difference between knowing What and knowing WHY in action...
Beehr, T. A., Glazer, S., Fischer, R., Linton, L. L., & Hansen, C. P. (2009). Antecedents for achievement of alignment in organizations. Journal of Occupational and Organizational Psychology, 82(1), 1–20. https://doi.org/10.1348/096317908X310247
Crotts, J. C., Dickson, D. R., & Ford, R. C. (2005). Aligning organizational processes with mission: The case of service excellence. Academy of Management Perspectives, 19(3), 54–68. https://doi.org/10.5465/ame.2005.18733215
Ford, R. C., Sivo, S. A., Fottler, M. D., Dickson, D., Bradley, K., & Johnson, L. (2006). Aligning internal organizational factors with a service excellence mission: An exploratory investigation in health care. Health Care Management Review, 31(4), 259–269. https://doi.org/10.1097/00004010-200610000-00001
Hung, R. Y., Chung, T., & Ya-Hui Lien, B. (2007). Organizational process alignment and dynamic capabilities in high-tech industry. Total Quality Management & Business Excellence, 18(9), 1023–1034. https://doi.org/10.1080/14783360701594154
Hung, R. Y. Y., Yang, B., Lien, B. Y.-H., McLean, G. N., & Kuo, Y.-M. (2010). Dynamic capability: Impact of process alignment and organizational learning culture on performance. Journal of World Business, 45(3), 285–294. https://doi.org/10.1016/j.jwb.2009.09.003
Schneider, B., Godfrey, E. G., Hayes, S. C., Huang, M., Lim, B.-C., Nishii, L. H., Raver, J. L., & Ziegert, J. C. (2003). The human side of strategy: Organizational Dynamics, 32(2), 122–141. https://doi.org/10.1016/S0090-2616(03)00014-7
Smith, T. M., & Reece, J. S. (1999). The relationship of strategy, fit, productivity, and business performance in a services setting. Journal of Operations Management, 17(2), 145–161. https://doi.org/10.1016/S0272-6963(98)00037-0