Abstract
AN EXPLORATION OF VALUE CONGRUENCE FOR A PRIVATE EDUCATIONAL INSTITUTION.
Senior managers in South Africa and internationally are faced with the challenge of how best to motivate their employees to work enthusiastically towards the achievement of organisational goals. This is largely because values for the organisation are often perceived differently by managers and employees. Differences in expectations have led to value incongruence and conflicts which in turn negatively affect the attainment of organisational goals.
The main purpose of this study was thus to determine the extent of value congruence between management and employees of a private educational institution. In the process, the most important values of the organisation would be established and renewed. The researcher would critically evaluate why some values are different or similar. Where values differ, potential strategies on how to reduce differences that are negatively affecting value congruence will be developed.
An exploratory research methodology was adopted for a single case study chosen. It was based on a dual paradigm of largely the constructivism and to a lesser extent the critical realism paradigm which was co-opted so as to produce a deeper qualitative study. Data was collected using qualitative methods such as semi-structured interviews, documents, images and videos from the institution. The qualitative data was analysed inductively using a coding framework and an application of the Reflexive Thematic Analysis (RTA) technique.
Since the expectations of managers and employees are indirectly correlated, it was anticipated that emerging information from the case would result in new themes being developed. Awareness by both managers and employees of the importance of value congruence in the achievement of organisational goals will improve. Consequently, increasing the percentage value congruence between managers and employees would enhance organisational performance and output. Employee loyalty and organisational commitment would increase. Conflicts in organisations would be minimised.
The main findings of the study indicated a negative variance in value congruence between management and employees. Management put more weight on values linked to growth aspects and marketing activities of the organisation and less on employees’ growth aspects issues and their social needs at the workplace. The findings provided for an opportunity to develop possible corrective strategies that may be used to reduce value incongruence thereby increasing efficient performance and productivity in the organisation.