Values represent basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite mode of conduct. They are the “silent drivers” of behavior, dictating what we consider right, good, or desirable.
While attitudes are specific to an object or situation, values are broader and more fundamental, forming the very foundation of an individual’s character and work ethic.
1. Characteristics of Values
Values possess several distinct attributes that differentiate them from fleeting interests or temporary opinions:
- Stability and Permanence: Values are relatively enduring. Once they are internalized during early life, they tend to stay with an individual, though they can shift slightly through significant life crises.
- Normative Nature: They are not neutral; they are evaluative. They tell an individual what they ought to do.
- Intensity and Content: Every value has two attributes. Content says that a mode of conduct is important; Intensity specifies how important it is.
- Hierarchy: People rank their values in terms of importance. This “Value System” helps individuals prioritize when two values conflict (e.g., choosing between “honesty” and “loyalty”).
- Learned Behavior: Values are not innate; they are absorbed from the environment, family, and culture.
2. Types of Values
The most recognized classification in organizational behavior is the Rokeach Value Survey (RVS), developed by Milton Rokeach. He divided values into two distinct sets.
Terminal Values
These are the goals that a person would like to achieve during their lifetime. They are the “end-states” of existence.
- Examples: A comfortable life, sense of accomplishment, world peace, social recognition, and freedom.
Instrumental Values
These are the preferable modes of behavior or the “means” of achieving one’s terminal values.
- Examples: Hard work, honesty, competence, obedience, and rationality.
Allport’s Value Categories
Another perspective (Gordon Allport) classifies values into six types based on an individual’s primary interest:
- Theoretical: High importance on the discovery of truth through a critical and rational approach.
- Economic: Focus on what is useful and practical, especially regarding wealth.
- Aesthetic: Valuation of form, harmony, and grace.
- Social: Emphasis on the love of people and altruism.
- Political: Focus on the acquisition of power and influence.
- Religious: Focus on the unity of experience and understanding the cosmos as a whole.
3. The Formation of Values
Where do values come from? The development of a value system is a lifelong process influenced by several “socializing agents.”
A. Environmental Influences
- Family: The primary source. Parents’ reactions to a child’s behavior (praise vs. punishment) instill the first sense of right and wrong.
- Peers: As individuals grow, the desire for social acceptance leads them to adopt the values of their friend groups or professional circles.
- Education: Schools and universities provide a structured environment that reinforces values like discipline, competition, and intellectual honesty.
B. Cultural Factors
Culture is the “collective programming of the mind.” It includes the religion, traditions, and social norms of the society in which one is raised. For example, some cultures value individualism, while others value collectivism.
C. Life Experiences
Significant “emotional events”—such as a major career failure, a health crisis, or witnessing an injustice—can act as a catalyst for a person to re-evaluate and shift their core values.
D. Genetic Factors (Heredity)
While controversial, some research suggests that a small portion of our values (like our predisposition toward “traditionalism” or “aggression”) may have a biological foundation, though the environment remains the dominant force.
4. Importance of Values in Organizations
Why do we care about an individual’s “Internal Compass” in a professional setting?
| Organizational Area | Impact of Values |
| Person-Job Fit | If a person values “creativity” but is in a “highly structured” role, dissatisfaction is inevitable. |
| Conflict Management | Most deep-seated office conflicts are not about tasks, but about conflicting values (e.g., speed vs. quality). |
| Leadership | Leaders with strong, ethical values build high-trust cultures. |
| Ethics | Values serve as the foundation for an individual’s ethical behavior and decision-making. |