Loughborough University
Leicestershire, UK
LE11 3TU
+44 (0)1509 263171
Loughborough University

Loughborough University Institutional Repository

Please use this identifier to cite or link to this item: https://dspace.lboro.ac.uk/2134/5243

Title: Linking individual and organisational values: a case study in UK construction
Authors: Zhang, Xiaoxing
Austin, Simon A.
Glass, Jacqueline
Keywords: Individual
Values Statements
Issue Date: 2006
Publisher: © ARCOM / X. Zhang, S. Austin, J. Glass
Citation: ZHANG, X., AUSTIN, S.A. and GLASS, J., 2006. Linking individual and organisational values: a case study in UK construction. IN: Proceedings of the 22nd Annual ARCOM Conference, Association of Researchers in Construction Management, Birmingham, UK, September 2006, pp 833 - 842
Abstract: Values hold a prominent place in both business ethics and organisational theories, and there is a detectable shift from management by instructions and objectives to management by values (Dolan and Garcia, 1999). Some organisations now devote significant energy to integrating values and beliefs into their business practices, which requires a clear and thorough understanding of the organisational values in the first place. Many believe that organisations should have values that both reflect the collective values of all employees and align with individual values (Sawhney, 2002; Peat, 2003; Jaffe and Scott, 1998). However, there persists considerable confusion about how organisational values should be developed. While many organisations have values statements, most were generated by those in a leadership position, which often fail to relate to the employees’ personal values. This paper presents a values study conducted in an organisation in the UK construction industry. By utilising a questionnaire survey instrument developed upon the Schwartz’s theoretical framework of human values (Schwartz, 1992), employees’ values profiles were collected and analysed. A follow-up workshop facilitated the identification and sharing of the common values, established the linkage between individual and organisational values, and as a result, a set of values statements were developed by the employees themselves. This bottom up approach made the organisational values explicit in an understandable and useful way, and improved the congruence between individuals and the organisation.
Description: This is a conference paper. It is also available at: http://www.arcom.ac.uk/
Version: Accepted for publication
URI: https://dspace.lboro.ac.uk/2134/5243
Appears in Collections:Conference Papers and Presentations (Architecture, Building and Civil Engineering)

Files associated with this item:

File Description SizeFormat
Linking individual and organisational values - a case study in UK construction.pdf136.54 kBAdobe PDFView/Open


SFX Query

Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.