TY - JOUR
T1 - Find Out How Much It Means to Me!
T2 - The Importance of Interpersonal Respect in Work Values Compared to Perceived Organizational Practices
AU - Van Quaquebeke, Niels
AU - Zenker, Sebastian
AU - Eckloff, Tilman
PY - 2009
Y1 - 2009
N2 - Two large online surveys were conducted among employees in Germany to explore the importance employees and organizations place on aspects of interpersonal respect in relation to other work values. The first study (n = 589) extracted a general ranking of work values, showing that employees rate issues of respect involving supervisors particularly high. The second study (n = 318) replicated the previous value ranking. Additionally, it is shown that the value priorities indicated by employees do not always match their perceptions of actual organizational practices. Particularly, interpersonal respect issues that involve employees’ supervisors diverge strongly negative. Consequences and potentials for change in organizations are discussed.
AB - Two large online surveys were conducted among employees in Germany to explore the importance employees and organizations place on aspects of interpersonal respect in relation to other work values. The first study (n = 589) extracted a general ranking of work values, showing that employees rate issues of respect involving supervisors particularly high. The second study (n = 318) replicated the previous value ranking. Additionally, it is shown that the value priorities indicated by employees do not always match their perceptions of actual organizational practices. Particularly, interpersonal respect issues that involve employees’ supervisors diverge strongly negative. Consequences and potentials for change in organizations are discussed.
KW - Values
KW - Leadership
KW - Organizational culture
KW - Organizational practices
KW - Interpersonal respect
U2 - 10.1007/s10551-008-0008-6
DO - 10.1007/s10551-008-0008-6
M3 - Journal article
SN - 0167-4544
VL - 89
SP - 423
EP - 431
JO - Journal of Business Ethics
JF - Journal of Business Ethics
IS - 3
ER -