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Effect of Values Congruence: Are There Any Reasons to Know Values of Different Generations Better?

In: Eurasian Business Perspectives

Author

Listed:
  • Jolita Vveinhardt

    (Vytautas Magnus University)

  • Povilas Foktas

    (Vytautas Magnus University)

Abstract

The aim of this research is, upon the comparison of values of different generations, to propose further hypotheses for the development of the concept of personal and organizational value congruence. Objectives of the research were set to analyze the meaning of value congruence for person and organization; to compare personal values of employees of different generations; and to present contact points of personal values of employees of different generations in order to achieve congruence of personal and organizational values. Based on the results of the theoretical research, hypotheses for future empirical research were raised: first, there may be more overlapping values between adjacent generations; second, although alongside with the increasing time gap between generations value congruence decreases, values named as basic, which are common to all three generations, remain; third, congruence exists between the values of different generations; therefore, fourth, basic values can be used for the development of congruence between values of employees of different generations and organizational values. The main conclusion of the research confirms that reducing the incongruence of values between employees of different generations and using the strongest potential inherent in the particular generation, more effective results of joint work can be achieved.

Suggested Citation

  • Jolita Vveinhardt & Povilas Foktas, 2020. "Effect of Values Congruence: Are There Any Reasons to Know Values of Different Generations Better?," Eurasian Studies in Business and Economics, in: Mehmet Huseyin Bilgin & Hakan Danis & Ender Demir & Uchenna Tony-Okeke (ed.), Eurasian Business Perspectives, pages 47-63, Springer.
    • Handle: RePEc:spr:eurchp:978-3-030-48505-4_4
    DOI: 10.1007/978-3-030-48505-4_4
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