A measure of 'high commitment organisation' performance values in sport management professionals and sport organisations

Lawrence, Ann and Turner, Paul 2002, A measure of 'high commitment organisation' performance values in sport management professionals and sport organisations, in Work values and behaviour in an era of transformation : the 8th Bi-annual Conference of the International Society for the Study of Work and Organizational Values 24-27th June 2002 Warsaw, Wyższa Szkoła Humanistyczno-Ekonomiczna, Lodz, Poland, pp. 263-269.

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Title A measure of 'high commitment organisation' performance values in sport management professionals and sport organisations
Author(s) Lawrence, Ann
Turner, Paul
Conference name International Society for the Study of Work and Organizational Values. Conference (8th : 2002 : Warsaw, Poland)
Conference location Warsaw, Poland
Conference dates 24-27 Jun. 2002
Title of proceedings Work values and behaviour in an era of transformation : the 8th Bi-annual Conference of the International Society for the Study of Work and Organizational Values 24-27th June 2002 Warsaw
Editor(s) Sagies, Abraham
Stasiak, Makary
Publication date 2002
Conference series International Society for the Study of Work and Organizational Values Conference
Start page 263
End page 269
Total pages 7
Publisher Wyższa Szkoła Humanistyczno-Ekonomiczna
Place of publication Lodz, Poland
Summary Many organizations have realized the growing importance of adopting a 'High Commitment Organization' (HCO) approach with a focus on shared values to assist them in meeting their competitive challenges. A survey questionnaire based on the McDonald and Gandz (1992) list of values, employing confirmatory and principal components analyses was used to create scales to (a) explore the importance the sport management professional placed on those values, (b) explore the individual's perception of the importance placed on those values by their employing organization, (c) to compare these hierarchies with the values of the HCO, and (d) to measure the extent of value congruence. Three clear sets of values emerged: Development / Adhocracy (D/A) Values, Humanistic / Clan (H/C) Values and Conformity / Hierarchy (C/H) Values. Findings indicate significant differences between sport management professionals' values and those of their organizations. Employees placed higher importance on (D/A) and (H/C) Values than their organizations, while Sport organizations placed higher importance on (C/H) Values than their employees. There is stronger support by individuals than organizations for the values underpinning the HCO approach. These levels of individual - organizational value incongruence have implications for individual job satisfaction, motivation and organizational effectiveness.
ISBN 9788387814564
8387814563
Language eng
Field of Research 150312 Organisational Planning and Management
Socio Economic Objective 970115 Expanding Knowledge in Commerce, Management, Tourism and Services
HERDC Research category E1 Full written paper - refereed
Persistent URL http://hdl.handle.net/10536/DRO/DU:30004841

Document type: Conference Paper
Collection: School of Management and Marketing
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