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The American Review of Public Administration
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Values Management

Aligning Employee Values and Organization Goals

Laurie E. Paarlberg

San Francisco State University

James L. Perry

Indiana University-Purdue University, Indianapolis

This article explores the process by which formal management systems foster the creation of shared organization values, addressing the basic question: Can workplace values be "managed?" Drawing upon interviews conducted at a Department of Defense installation with civilian employees and managers over a 5-year period, we use comparative case analysis to explore differences in the relationships between installation practices and social values across high-performing and low-performing work units. Our findings suggest that strategic values are motivating to employees to the extent that they reflect employees' internal affective, normative, and task-oriented values, a zone of existing values. Although values management is a social process that results from routine interactions, formal management systems provide opportunities to enhance the social interactions that are motivating to employees. Middle managers play key roles in using formal management systems to integrate the organization's strategic practices with values that derive from employees' societal, cultural, and religious experiences.

Key Words: change management • values management • public service motivation

The American Review of Public Administration, Vol. 37, No. 4, 387-408 (2007)
DOI: 10.1177/0275074006297238
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