Multiple perspectives of congruence: relationships between value congruence and employee attitudes

By Cheri Ostroff, Yuhyung Shin, A. Kinicki. 2005

374 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/3574ea7ab87a37315f1e7f38971a17024280855b

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

The value of value congruence. (2009, background): “Such measures could be used to examine the association between organizational values derived from consensual reports of managers and subjective organizational values as perceived by employees (Ostroff et al., 2005).”
On the nature and importance of cultural tightness-looseness. (2006, background): “Alternatively, policy-capturing designs (e.g., Kristof-Brown, Jansen, & Colbert, 2002) or perceptual measures of fit (Ostroff, Shin, & Kinicki, 2005) can be used to assess the notion that person–organization fit is a stronger determinant of individuals’ outcomes in tight societies.”
Development of a Multidimensional Instrument of Person–Environment Fit: The Perceived Person–Environment Fit Scale (PPEFS) (2016, background): “Ostroff, Shin, and Kinicki (2005) asserted that focusing on only one or a few types of fit generates a limited picture of the effects of fit because different types of fit have been revealed to have varying effects on employee attitudes and behavior.”
Value incongruence, job autonomy, and organization-based self-esteem: A self-based perspective on organizational cynicism (2007, methodology): “…of independent variables and the dependent variable, and as it seems to prevail as a favoured method of analysis in recent congruence studies in the organizational sciences (e.g., Finegan, 2000; Ostroff et al., 2005), it was decided to use this approach for hypothesis testing in the present study.”
When Does (Mis)Fit in Customer Orientation Matter for Frontline Employees’ Job Satisfaction and Performance? (2016, background): “…(e.g., Edwards and Cable 2009; Greguras and Diefendorff 2009; KristofBrown and Stevens 2001), with the exception of a very few studies (e.g., Ostroff, Shin, and Kinicki 2005), sparse research exists concerning the conditions under which (mis)fit might have stronger or weaker effects on…”
Ethical Leadership and Employee Moral Voice: The Mediating Role of Moral Efficacy and the Moderating Role of Leader–Follower Value Congruence (2015, background): “As a result, the follower can promptly adapt to the leader’s ethical behaviors (Ostroff et al. 2005), which in turn helps the follower to develop confident beliefs in moral performance.”