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First published on May 15, 2008, doi:10.1177/0149206308318610

Journal of Management 2008;34:806.

A more recent version of this article appeared on August 1, 2008

Article

Values Enactment in Organizations: A Multi-Level Examination

Melissa L. Gruys*, Susan M. Stewart, Jerry Goodstein, Mark N. Bing, and Andrew C. Wicks

* To whom correspondence should be addressed. E-mail: melissa.gruys{at}wright.edu.


  Abstract
Business writers and practitioners recommend that core organizational values be integrated into employee work life for enhanced organizational productivity, yet no published studies have empirically examined the antecedents and outcomes of values enactment. Using longitudinal data on 2,622 employees, hierarchical linear modeling (HLM) results revealed that tenure and department-level values enactment were significant predictors of individual values enactment. Furthermore, employees who demonstrated high levels of values enactment were less likely to leave, and employees of high or low levels of values enactment in departments whose levels of values enactment matched their own were the most likely to be promoted.


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