Employee and Leader Values in Public Sector and Entrepreneurial Settings: How Values Impact Employee Choices

Abstract

This study investigated whether the inclusion of individual level preferences of employees would result in more effective models of human resource management outcomes and consequently provide stronger indicators of organizational policies and procedures. The results from this study suggest that models that include variables that map individual values provide an improved assessment of attitudinal and behavioural outcomes than models that assume homogeneity of values across an organization’s employees. These results confirm the need to consider individual-level values in both the design of jobs and employment arrangements.