Abstract:

In order to improve the performance of the organization, the employees’ approach to work and organizational climate, the researchers and practitioners pay a lot of attention to the research of values within the organization and value congruence. However, in the existing scientific literature, the situation is as follows: much more research has been done by analyzing the links of value congruence and the value/benefits provided by the phenomenon to the organization and the employee, rather than the phenomenon itself (Vveinhard, Gulbovaite, 2015). On the basis of the diagnosis of value congruence, the researchers propose models of strengthening and dissemination of values, plans for harmonization of congruence and prevention programmes to prevent the emergence of a value gap. However, the analysis of empirical research shows (Vveinhardt, Gulbovaite, 2013) that the studies of subjective value congruence are based on the assumption that neither socio-demographic differences, nor the type of the organization affect understanding and evaluation of individual values, organizational values and value congruence, therefore, congruence enhancement programmes are based only on the diagnosis of the value gap and ensuring its elimination, irrespective of the mentioned criteria.