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    Converting values awareness to values enactment through frame-of-reference training

    Access Status
    Fulltext not available
    Authors
    O Neill, Grant
    Travaglione, Antonio
    McShane, Steven
    Hancock, Justin
    Chang, Joshua
    Date
    2017
    Type
    Journal Article
    
    Metadata
    Show full item record
    Citation
    O Neill, G. and Travaglione, A. and McShane, S. and Hancock, J. and Chang, J. 2017. Converting values awareness to values enactment through frame-of-reference training. International Journal of Organizational Analysis. 25 (3): pp. 536-558.
    Source Title
    International Journal of Organizational Analysis
    DOI
    10.1108/IJOA-02-2016-0975
    ISSN
    1934-8835
    School
    Curtin Graduate School of Business
    URI
    http://hdl.handle.net/20.500.11937/56005
    Collection
    • Curtin Research Publications
    Abstract

    Purpose: This paper aims to investigate whether values enactment could be increased through frame-of-reference (FOR) training configured around values prototyping and behavioural domain training for managers within an Australian public sector organisation. Design/methodology/approach: Employees from an Australian public sector organisation were studied to ascertain the effect of values training and development via a three-way longitudinal design with a control group. Findings: The findings indicate that FOR training can increase employee values enactment clarity and, thereby, have a positive impact upon organisational values enactment. Practical implications: The application of FOR training constitutes a new approach to supporting the development of employee values clarity, which, in turn, can support the achievement of organisational values enactment. Through FOR training, employees can learn to apply organisational values in their decision-making and other behaviours irrespective of whether they are highly congruent with their personal values. Originality/value: Empirical research into values management is limited and there is a lack of consensus to what is needed to create a values-driven organisation. The article shows that FOR training can be a beneficial component of a broader human resource strategy aimed at increasing organisational values enactment. With reference to the resource-based view of the firm, it is argued that values enactment constitutes a distinctive capability that may confer sustained organisational advantage.

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