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• W177788150 abstract "Most executives are nervous about discussing organizational values. Many are downright cynical, and believe that shared values are something that managers talk about to make their staff feel good but that have no bearing on performance. Recent research indicates that shared values do in fact provide a framework within which people make decisions and take actions that ultimately affect the performance of their organizations. Values evolve as an organization tackles and solves the problems it faces. They are not always articulated. Some are so fundamental to human nature, to a company, or to an industry that people are not even conscious of them. Shared values affect performance in three key ways. They provide a stable base for guiding employee decisions and actions in an otherwise rapidly changing workplace; they form an integral part of an organization's value proposition to customers and staff; and they energize people to go the extra mile for their company, thereby creating a source of competitive advantage that is hard to replicate. Different places, different values An organization's shared values usually concern why it exists, how it succeeds, and how its people should be managed (Exhibit A). Values in the last category have a marked impact on productivity. Many executives search for a universal set of people values that they believe all successful organizations share. In fact, successful companies in different industries, and even some companies in the same industry, have formulated quite distinct sets of people values that work for them. These companies actively manage shared values to drive performance. They use carefully designed processes to recruit people who fit their values profile and to develop and reinforce those values. Exhibit An organization's shared values Why the Contribution and responsibility to the organization communities in which we operate exists Hewlett-Packard Give back to the and sustain the environment The Body Shop The purpose of the organization is to preserve and improve life Merck How the Innovation: Thou shalt not kill a product idea organization 3M succeeds Give ordinary people the service that normally only rich people receive BQ all else is Wal-Mart How people Treat each employee with dignity, as an should be managed Motorola Tolerance for honest mistakes 3M A carrot in front of everyone. SunTrust We're all part of a community The Body Shop People values tend to fall into two main categories. The first comprises an organization's shared values about how people should work together for instance, whether it encourages people to work alone or values joint effort in teams. The second category consists of values concerning the primary motivation for effort: does the organization believe people are motivated mainly by competition and reward, or by some noble purpose? Combining these two dimensions, in a matrix, reveals that different organizations have developed very different approaches to managing people [ILLUSTRATION FOR EXHIBIT 2 OMITTED]. Money and teams At Nucor, for instance, an important shared value is that people should work together in teams. The company also believes that money drives individual performance with competition between teams a secondary motivatioR. …" @default.
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• W177788150 date "1996-06-22" @default.
• W177788150 modified "2023-09-27" @default.
• W177788150 title "Putting People Values to Work" @default.
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