Values Enactment in Organizations: A Multi-Level Examination

Values Enactment in Organizations: A Multi-Level Examination

Source :

• Journal of management [ 0149-2063 ] ; 2008-08.

Descripteurs français

• Wicri :
  • topic : Science administrative, Chiffre d'affaires.

English descriptors

• KwdEn :
  • Absolute level, Administrative science, Antecedent, Aspen institute, Associate professor, Bandura, Bliese, Borman motowidlo, Business ethics, Certain ways, Chatman, Cohen cohen, Collins porras, Common goal, Contextual, Contextual performance, Control variables, Core values, Corporate values, Corresponding decrease, Corresponding increase, Coworker, Coworkers, Current study, Customer satisfaction, Darden school, Department size, Department values, Department values enactment, Departmental, Departmental context, Departmental coworkers, Departmental levels, Departmental members, Departmental values, Departmental values enactment, Effective behaviors role model behaviors, Employee, Employee behaviors, Employee commitment, Employee promotion, Employee promotions, Employee tenure, Employee turnover, Employee values, Employee values enactment, Employees work, Enactment, Enactment note, Enders tofighi, Ethical leadership, Explicit core, Future research, Gender, Greater contribution, Greater degree, Greater rewards, Greater tenure, Group level, Gruys, Harvard business review, Health care organizations, Helpful feedback, Hierarchical, High degree, High level, High levels, Higher level, Higher levels, Higher scores, Hofmann gavin, Hospital physicians, Hypothesis testing, Independent variables, Individual employee turnover, Individual employee values, Individual employee values enactment, Individual employees, Individual level, Individual members, Individual values, Individual values department values enactment, Individual values enactment, Individual values enactment gender, Individual values enactment increases, Ineffective behaviors, Initial performance rating, Interactive effect, Interpersonal facilitation, Involuntary turnover, Larger departments, Lawrence erlbaum, Level factor, Likely source, Longitudinal data, Lower levels, Main effect terms, Main effects, Management journal, Management review, Management team, Manager values enactment, Managerial behavior, Modeling, More tenure, Motowidlo, Multilevel, Multilevel modeling, Nonsignificant, Nonsignificant relationship, Nonsignificant relationships, Nontask performance, Nursing education, Organ ryan, Organization science, Organizational, Organizational behavior, Organizational citizenship behavior, Organizational citizenship behaviors, Organizational climate, Organizational commitment, Organizational contexts, Organizational culture, Organizational effectiveness, Organizational goals, Organizational identification, Organizational integrity, Organizational level, Organizational performance, Organizational psychology, Organizational strategy, Organizational values, Other employees, Other factors, Other hand, Other words, Paine, Patient safety, Performance appraisal periods, Performance appraisal process, Performance evaluation system, Performance management system, Personal performance, Personal values, Personnel psychology, Personnel selection, Practical implications, Predictor, Prentice hall, Previous research, Project group, Promotion decisions, Prosocial behavior, Rating form, Rating scale, Relationship slope, Research interests, Reward employees, Reward systems, Role model, Role modeling, Role models, Rosenthal masarech, Schneider, Scotter, Scotter motowidlo, Significant predictors, Smaller departments, Social context, Social influence, Social psychology, Special issue, Standard deviations, Standardized estimates, Standardized results, Strong congruence, Stronger alignment, Study variables, Such individuals, Such modeling, Task performance, Team effectiveness, Team members, Turnover, Value congruence, Values department values enactment, Values enactment, Values enactment rating, Values enactment rating scale, Values statements, Variance, Voluntary employee turnover, Voluntary turnover, Work behavior, Work group, Work groups, Wright state university.
• Teeft :
  • Absolute level, Administrative science, Antecedent, Aspen institute, Associate professor, Bandura, Bliese, Borman motowidlo, Business ethics, Certain ways, Chatman, Cohen cohen, Collins porras, Common goal, Contextual, Contextual performance, Control variables, Core values, Corporate values, Corresponding decrease, Corresponding increase, Coworker, Coworkers, Current study, Customer satisfaction, Darden school, Department size, Department values, Department values enactment, Departmental, Departmental context, Departmental coworkers, Departmental levels, Departmental members, Departmental values, Departmental values enactment, Effective behaviors role model behaviors, Employee, Employee behaviors, Employee commitment, Employee promotion, Employee promotions, Employee tenure, Employee turnover, Employee values, Employee values enactment, Employees work, Enactment, Enactment note, Enders tofighi, Ethical leadership, Explicit core, Future research, Gender, Greater contribution, Greater degree, Greater rewards, Greater tenure, Group level, Gruys, Harvard business review, Health care organizations, Helpful feedback, Hierarchical, High degree, High level, High levels, Higher level, Higher levels, Higher scores, Hofmann gavin, Hospital physicians, Hypothesis testing, Independent variables, Individual employee turnover, Individual employee values, Individual employee values enactment, Individual employees, Individual level, Individual members, Individual values, Individual values department values enactment, Individual values enactment, Individual values enactment gender, Individual values enactment increases, Ineffective behaviors, Initial performance rating, Interactive effect, Interpersonal facilitation, Involuntary turnover, Larger departments, Lawrence erlbaum, Level factor, Likely source, Longitudinal data, Lower levels, Main effect terms, Main effects, Management journal, Management review, Management team, Manager values enactment, Managerial behavior, Modeling, More tenure, Motowidlo, Multilevel, Multilevel modeling, Nonsignificant, Nonsignificant relationship, Nonsignificant relationships, Nontask performance, Nursing education, Organ ryan, Organization science, Organizational, Organizational behavior, Organizational citizenship behavior, Organizational citizenship behaviors, Organizational climate, Organizational commitment, Organizational contexts, Organizational culture, Organizational effectiveness, Organizational goals, Organizational identification, Organizational integrity, Organizational level, Organizational performance, Organizational psychology, Organizational strategy, Organizational values, Other employees, Other factors, Other hand, Other words, Paine, Patient safety, Performance appraisal periods, Performance appraisal process, Performance evaluation system, Performance management system, Personal performance, Personal values, Personnel psychology, Personnel selection, Practical implications, Predictor, Prentice hall, Previous research, Project group, Promotion decisions, Prosocial behavior, Rating form, Rating scale, Relationship slope, Research interests, Reward employees, Reward systems, Role model, Role modeling, Role models, Rosenthal masarech, Schneider, Scotter, Scotter motowidlo, Significant predictors, Smaller departments, Social context, Social influence, Social psychology, Special issue, Standard deviations, Standardized estimates, Standardized results, Strong congruence, Stronger alignment, Study variables, Such individuals, Such modeling, Task performance, Team effectiveness, Team members, Turnover, Value congruence, Values department values enactment, Values enactment, Values enactment rating, Values enactment rating scale, Values statements, Variance, Voluntary employee turnover, Voluntary turnover, Work behavior, Work group, Work groups, Wright state university.

Abstract

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Affiliations:

• États-Unis
• Illinois, Ohio, Virginie, Washington (État), État du Mississippi

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