2010/01/13 by Ting Ren
Business, Management and Accounting · #Customer Service Quality and Loyalty #Organizational Leadership and Management Strategies #Supply Chain Resilience and Risk Management
paper · doi:10.1111/j.1467-6435.2010.00462.x
openalex publication_date 2010/01/13 · crossref created 2010/01/13 · crossref issued 2010/02/01 · crossref published 2010/02/01 · crossref published-print 2010/02/01 · crossref deposited 2023/05/29 · openalex created_date 2025/10/10 · crossref indexed 2026/07/28 · openalex updated_date 2026/07/29
Using a multisource dataset consisting of information from organizational survey and public database of nursing homes in a Midwestern state in the United States, the present study empirically investigates the relationships between employee-organization value congruence, organizational delegation of decision-making and monitoring in the workplace. The results show that value congruence between employees and the organization complements delegation of decision-making, substitutes for monitoring, and further improves organizational performance, especially which of the relational dimension. These findings suggest that value congruence can serve as a source of intrinsic motivation for employee effort and mitigate agency problems in the workplace.