Value congruence and behavior occurrence as indicator of values socialization : a case study in a subsidiary of multinational corporation
Aligned with organisation strategy, many organisations define new organisation espoused values as behavior guideline in pursuing the organisation vision and mission. Within this context, organisation value socialisation take part to let the organisation member learn, adapt and acquire the new values, with expectation the organisation member internalised the values, hence has value fit with the new values. The person-organisation fit, particularly value congruence between individual and organisation is the main discussion in this study.Using the case in a multinational company's subsidiary, located in Indonesia, value congruence and its relation with behavior occurence is applied as measures of organisation value socialisation. To collect and analyse data, this study employs mix of qualitative and quantitative research methods by conducting content analysis pertaining the organisation values, distributing values and behavior questionnaires to managers of the subsidiary in a survey.The data of perceived individual and organisation values aie used to analyse value congruence using correlation and significant test. The qualitative method at the end of data collection performed by interviewing part ol the sample to confirm the findings. This study reveals the value congruency across the values being socialised. In relation with behavior occurence, part of the values, which is ‘Commitment’, ‘Doer’, and ‘Empower’ values have significant relation with the related behavior, while for ‘Openness’ the relation is not significant.