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Related Concept Videos

Self-Discrepancy Theory02:45

Self-Discrepancy Theory

One influential perspective on what motivates people's behavior is detailed in Tory Higgin's self-discrepancy theory (Higgins, 1987). He proposed that people hold disagreeing internal representations of themselves that lead to different emotional states.
Self-Discrepancy and Its Effects01:29

Self-Discrepancy and Its Effects

Self-discrepancy theory explains how people compare their actual self to their ideal and ought selves and how mismatches between these self-guides can lead to emotional distress. Developed by E. Tory Higgins, the theory distinguishes among three components of self-concept: the actual self, the ideal self, and the ought self. These refer respectively to how individuals perceive themselves, how they aspire to be, and how they believe they are obligated to be. Emotional well-being, self-esteem,...
Self-Evaluation: Self-Enhancement and Self-Verification03:00

Self-Evaluation: Self-Enhancement and Self-Verification

Social psychologists have documented that feeling good about ourselves and maintaining positive self-esteem is a powerful motivator of human behavior (Tavris & Aronson, 2008). In the United States, members of the predominant culture typically think very highly of themselves and view themselves as good people who are above average on many desirable traits (Ehrlinger, Gilovich, & Ross, 2005). Often, our behavior, attitudes, and beliefs are affected when we experience a threat to our...
Cognitive Dissonance01:38

Cognitive Dissonance

Social psychologists have documented that feeling good about ourselves and maintaining positive self-esteem is a powerful motivator of human behavior (Tavris & Aronson, 2008). In the United States, members of the predominant culture typically think very highly of themselves and view themselves as good people who are above average on many desirable traits (Ehrlinger, Gilovich, & Ross, 2005). Often, our behavior, attitudes, and beliefs are affected when we experience a threat to our...
Self-Evaluation Maintenance Model01:29

Self-Evaluation Maintenance Model

The Self-Evaluation Maintenance (SEM) model offers a psychological framework to understand how individuals’ self-esteem is influenced by the achievements of others, particularly those with whom they share close personal bonds. The SEM model operates when personal rather than social identity guides individuals. Central to this model is the notion that individuals have an inherent desire to preserve a favorable self-image, which is continuously shaped by interpersonal comparisons and...
Conformity01:20

Conformity

Conformity is the change in a person’s behavior to go along with the group, even if that person does not agree with the group.

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Related Experiment Video

Updated: Jun 23, 2026

The Crossmodal Congruency Task as a Means to Obtain an Objective Behavioral Measure in the Rubber Hand Illusion Paradigm
06:43

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Published on: July 26, 2013

The value of value congruence.

Jeffrey R Edwards1, Daniel M Cable

  • 1University of North Carolina at Chapel Hill, The Kenan-Flagler Business School, Chapel Hill, NC 27599-3490, USA. jredwards@unc.edu

The Journal of Applied Psychology
|May 20, 2009
PubMed
Summary

Value congruence, the alignment between employee and organizational values, is primarily driven by trust, communication, and attraction. These factors explain positive outcomes like job satisfaction and organizational identification.

Area of Science:

  • Organizational Behavior
  • Psychology

Background:

  • Value congruence research often lacks empirical testing of proposed explanations.
  • Existing theories suggest communication, predictability, attraction, and trust mediate value congruence effects.

Purpose of the Study:

  • To develop and empirically test a model integrating four key explanations for value congruence outcomes.
  • To examine the mediating roles of trust, communication, interpersonal attraction, and predictability.
  • To investigate the relationship between value congruence and job satisfaction, organizational identification, and intent to stay, considering psychological need fulfillment.

Main Methods:

  • Developed and tested a theoretical model using data from a diverse employee sample across four organizations.
  • Employed polynomial regression analyses to examine the complex relationships between individual and organizational values and outcomes.

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  • Assessed the mediating effects of trust, communication, interpersonal attraction, and predictability on the value congruence-outcome link.

    • Main Results:

    • Trust emerged as the primary mediator, followed by communication and interpersonal attraction.
    • Observed deviations from idealized value congruence relationships, suggesting a more nuanced understanding is needed.
    • Found direct, albeit small, relationships between individual/organizational values and job satisfaction/organizational identification, bypassing proposed mediators.

    Conclusions:

    • Trust is a critical mechanism through which value congruence influences employee outcomes.
    • Future research should explore additional explanations for value congruence effects beyond the tested mediators.
    • The idealized linear model of value congruence may not fully capture the complexity of its impact on employees.