000			01591pab a2200181 454500
008			180718b2007 xxu||||| |||| 00| 0 eng d
100			_aPaarlberg, Laurie E.
245			_aValues management: aligning employee values and organization goals
260			_c2007
300			_ap.387-408.
362			_aDec
520			_aThis article explores the process by which formal management systems foster the creation of shared organization values, addressing the basic question: Can workplace values be "managed"? Drawing upon interviews conducted at a Department of Defense installation with civilian employees and managers over a 5-year period, we use comparative case analysis to explore differences in the relationships between installation practices and social values across high-performing and low-performing work units. our findings suggest that strategic values are motivating to employees to the extent that they reflect employees' internal affective, normative, and task-oriented values, a zone of existing values. Although values manage ment is a social process that results from routine interactions, formal management systems provide opportunities to enhance the social interactions that are motivating to employees. Middle managers play key roles in using formal management systems to integrate the organization's strategic practices with values that derive from employees' societal, cultural, and religious experiences. - Reproduced.
650			_aOrganizations
700			_aPerry, James L.
773			_aAmerican Review of Public Administration
908			_aN
909			_a76997
999			_c76997 _d76997