DISSERTATION REPORT

ON

“EFFECTS OF CONFLICTING VALUES

ON
WORK ATTIUDES”

SUBMITTED IN PARTIAL FULFILLMENT OF THE

REQUIREMENTS FOR THE MASTER’S DEGREE IN
BUSINESS ADMINISTRATION
OF
DEV BHOOMI INSTITUTE OF TECHNOLOGY
DEHRADUN

SUBMITTED TO: SUBMITTED BY:

MS.SHIPRA MAM SHAMA AFROZE
LECTURER MBA – IV SEM.
DBIT.

DEV BHOOMI INSTITUTE OF TECHNOLOGY, DEHRADUN

SESSION 2009-11

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 CERTIFICATE

I have the pleasure in certifying that MS SHAMA AFROZEis a bonafide student of 3rd
semester of the Master’s Degree in Business Administration of Dev Bhoomi Institute of
Technology, Dehradun.
She has completed her Project work entitled EFFECTS OF CONFLICTING VALUES
ON WORK ATTITUDES under my guidance.I certify that this is her original effort and
has not been copied from any other source. This project has also not been submitted in any
other university for the purpose of award of any degree.
This project fulfills the requirement of the curriculum prescribed by Uttarakhand Technical
University, Dehradun for the said course.

Signature: …………………………………
Name of the Guide:……………………….
Date:……………………………………….

2
 DECLARATION

I, Shama Afroze, a bonafide student of MBA (Full Time) programme at the Centre of
Management Studies, Dev Bhoomi Institute of Technology, Dehradun, herby declare
that I have undergone the Winter Training .

I also declare that the present dissertation report is based on the above winter training and
is my original work. The content of this project report has not been submitted to any other
university or institute either in part or in full for the award of any degree, diploma or
fellowship.

Further, I assign the right to the university, subject to the permission from the organization
concerned, use the information and contents of this project to develop cases, case lets, case
leads and paper for publication and / or for use in teaching.

Place : Dehradun
Date :…………………. SHAMA AFROZE
MBA (Final Year)

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 ACKNOWLEDGEMENT

The completion of the report “EFFECT OF CONFLICTING VALUES ON WORK

ATTITUDE” has given us immense pleasure and knowledge. It is an incident of
great pleasure of submitting this report, obligations were heavy and many during our
report work.

It gives me immense pleasure to express my deep sense of gratitude and appreciation to

my external guide MS. SHIPRA MAM whose constant encouragement and valuable
suggestion gave back bone support in completing this project.

I take the opportunity to thanks to the faculty of MBA department for motivating,
encouraging, guiding and supporting at every step & sparing their valuable time for
me.

Last but not the least I record my sincere thanks to all beloved and respectable persons who
directly or indirectly helped me in the completion of this report successfully and
could find any separate mention.

Above all I praise “GOD” the most beneficial, the most merciful that I have been able to
complete my project successfully.

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 PREFACE

There is no doubt, that class room study is quite important for theoretical
knowledge, but practical is also important for a student who wants to equip himself with
the real life of corporate environment in any field of studies. It is also true to in the
management studies.
Project work is conducted as an integral part of the management course. It
provides an opportunity to apply the theoretical knowledge in practice. Hence, it give an
opportunity to apply his ability, capability, intellect, knowledge, by given a solution to the
assigned problem, which reflects his caliber.
As an integral part of academic education of MBA, all students should submit
project report to achieve practical knowledge so as to acquit themselves with practical
management to get familiar with the various activities taken place in the said organization

5
 LIST OF CONTENTS

Sr.no. Title

1 Inro of the organization

2 Introduction

3 Definition of problem

4 Review of literature

5 Research methodology:

6 Analysis

7 Findings

8 Suggestions

9 Limitation of study

10 Bibliography

11 Annexure

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INTRO OF THE ORGANISATION

7
 INTRODUCTION

The Organization

Uttarakhand is renowned for its scenic beauty and rivers. India's two major rivers viz.
Ganga and Yamuna start their journey from here. Besides these two rivers,
Uttarakhand has a large network of rivers and canal which provides an immense
scope for hydropower energy. One of the first hydro-power station in India was
commissioned at Galogi in 1907. More power stations were subsequently developed
over a period of time.

12th February, 2001 - A new dawn in the Power Sector of Uttarakhand when UJVNL came
into existence, with some promises to keep with the home state, to emerge as a
Power Major and to make the state, so called "Urja Pradesh".

Uttarakhand has a very high potential which is yet to be developed and to give impetus to
power sector, Uttarakhand Jal Vidyut Nigam Limited (UJVNL) was formed. UJVNL
is a wholly owned Corporation of the Government of Uttarakhand set up for
managing hydro power generation at existing power stations and development,
promotions of new hydro projects with the purpose of harnessing, the known, and yet
to be known, hydro power resources of the State.

Today, UJVNL operates hydropower plants ranging in capacity from 0.2 MW to 240 MW,
totaling up to 1000 MW. Though the State is more or less sufficient in its energy
generation to meet its own requirements, it is committed to develop its huge hydro
power resources in an early and efficient manner for economic well-being and
growth of the State and its people.

Vision, Mission, Values

Vision
 To be an excellent & efficient organization on Strength of its Human Resources.
 To be a significant player in the National Power Sector.
 To induce adjacent infrastructure business that provide opportunities for growth.
 To be the best corporate in Uttarakhand
To care for all.
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Mission

 Contribution to improvement in the quality of life in Uttarakhand.

Values

 Creation of value for all stakeholder.

 Result oriented with professional work culture.

 Earn trust through fair business practices with all.

 Growth balanced with environmental protection & enrichment.

 Law abiding.

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INTRODUCTION

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11
 INTRODUCTION

Values are beliefs pertaining to desirable end-states or modes of conduct that

transcend specific situations, that guide selection or evaluation of behavior, and are
ordered by importance relative to other values to form a system of priorities. Values
are beliefs that individuals hold regarding how people should ideologically behave
and which influence attitudes and work behavior. For example, employees are more
attracted to and trust those, whom they believe to hold values similar to theirs.
Individuals feel more comfortable in an organization that exhibits values similar to
their own and this leads to increased communication, improved work relationships
and reduced uncertainty in the work environment . However, more research is needed
in order to understand the complexity of how values affect employees and
organizations. Researchers commonly conceptualize values following a bipolar
continuum ranging from one value to another. For example, the ―left-right
continuum represents a range of political beliefs from liberalism to conservativism.
This classification of values implies that individuals typically assume an
“either-or” mentality and those whose values fall in the middle of this continuum are
either disinterested or naïve. Indeed,much research has been completed assuming that
values systems are composed of competing sets of beliefs, which are mutually
exclusive or dichotomous in nature. For example, interdependence is assumed
between values towards personal success, and those of benevolence towards others.
In fact, Schwartz‘s well-known and highly cited typology of values is organized into
sets of two opposing values i.e. openness to change vs. conservation. For the purposes
of this research, I define conflicting values as oppositional sets of beliefs that appear
contradictory and incompatible with one another to a majority of individuals.
Organizations also possess values systems. Organizational values compose an
organization‘s culture, providing norms that specify how organizational members
should behave. Thus, employees who behave in norm-consistent ways are rewarded
by their organization, and what is important to an organization also affects the type of
reward that is distributed to employees. For example, an organization that values
teamwork may be more likely to offer opportunities for employees to work as part of
a team, and to reward employees who work well within a team.Similarly, employees
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who value working in a team are likely to desire greater amounts of teamwork than
employees who do not value this form of work.
Similar to theories of personal values, research on organizational values also
tends to be presented in terms of competing or conflicting values. These authors, for
example, developed a framework that placed organizational values on two
dimensions. The first dimension consisted of attitudes towards internal or external
focus and the second consisted of preference for organizational structure . These two
dimensions form four quadrants, which represent a set of organizational effectiveness
indicators; or, what people value about an organization. Thus, these effectiveness
indicators represent the core values underlying an organization‘s culture.
Notably,these authors assume that each value is in direct competition with its
other pole i.e. internal focus competes with external focus and control focus competes
with flexibility focus. However, recent theory in social values has begun to explore
the possibility that individuals that do not fall into either extremity of the continuum
between competing values are not neutral or disinterested. Rather, those who fall in
the middle of the continuum might actually hold both values simultaneously. Thus,
some values researchers have begun to explore more multi-dimensional models to
explain how values affect attitudes and behavior. Their findings support the idea that
both types of seemingly opposing values (e.g., political liberalism vs. conservatism;
personal success vs. benevolence) can be, and often are, held simultaneously rather
than dichotomously. This evidence suggests that different approaches are needed to
understand values rather than relying solely on the prevailing "trade off" or
competing model.

First, anecdotally oppositional values should be analyzed in terms of their

relative dominance over each other, rather than assuming that they are mutually
exclusive. In addition, without the interdependence assumption, it is possible to
evaluate the interaction of two separate values—rather than solely in terms of the
absolute strength of a single orientation. This implies that instead of understanding
seemingly competing values on a single continuum and assuming their compensatory
nature, values should be understood in terms of their natural complexity. This has
important implications for the organizational literature, which perhaps too often

13
assumes a more simplistic nature of values.
Work in the area of person-organization fit (PO fit),for example, has found that those
employees who perceive that their values match those of their organization will have
better perceptions of fit and related positive attitudes. That is, I organizational values
affect what is offered to and expected of employees, and employee values affect what
they desire from their job. Thus, value congruence exists when these employee
desires are matched by what is offered by the organization, leading employees to feel
satisfied and committed to their jobs. However, when considering jobs that can
activate many and potentially conflicting value sets, it is difficult to predict outcomes
using the existing PO fit theory about value congruence prognosticating outcomes. A
longstanding tradition of psychological research reflects a general understanding that
individuals are dissonance-reducers and cannot live with inconsistencies. For
example, research on cognitive dissonance, balance theory, and internal conflict
argues that internal conflict produces such discomfort that people with internal
conflict rationalize or change their opinions or behavior in order to be consistent,
reducing their discomfort. Therefore, individuals‘ and organizations‘ values (e.g.,
innovation-efficiency) are often presumed to be competing and dissonance producing,
and thus drivers of discomfort-reduction through seeking consistency.

This dissertation argues that individuals may very well be able to tolerate a certain
amount of internal conflict regarding their values. Thus, the wide variety of existing
research concerning competing values and goals needs to broaden to include this
possibility. Research on psychological ambivalence and multiple organizational
identities demonstrates that multiple, even seemingly contradictory, values can exist
within individuals in relation to their work. However, this work assumes that the
simultaneous possession of these values leads to discomfort and dissonance-reduction
techniques. Thus, this research falls short of theorizing about how individuals
simultaneously hold conflicting values, the mechanisms through which this affects
their job attitudes, measurement and assumptions about values systems, and the
potential positive aspects of holding multiple values. This dissertation addresses these
shortcomings through an in-depth evaluation of conflicting values including several
methodologies.

14
Recent work completed by organizational scholars has started to explore the unique
work demands of employees in organizations with conflicting values systems. The
demands and tasks required in a job, as well as the cultural norms and employee
reward systems, are all affected by what an organization values. However, some
professions are especially prone to eliciting conflicting values. For example, recent
theorizing by Molinsky and Margolis (2005) has highlighted a unique set of concerns
for employees who regularly work with necessary evil. This type of work concerns
tasks in which an individual must, as part of his or her job, perform an act that causes
emotional or physical harm to another human being in the service of achieving some
perceived greater good or purpose.

This work can elicit the potentially conflicting values of both care and justice . Work
which elicits inherently conflicting individual values is particularly difficult because
of this conflict. Workers have a duty to perform these interpersonally challenging
tasks, while also being charged with caring for those upon whom they cause pain or
harm. Physicians must treat patients with interpersonal sensitivity; teachers must care
that their students learn and develop effectively; managers must believe in their
employees and care that they are trained, satisfied, and perform their jobs well.
Necessary evils are often an integral part of professional life. For example, managers
must regularly complete such difficult necessary evils as performance reviews,
employee disciplinary actions, and even terminations. Physicians, for example, must
often inflict pain on others. Community service workers, such as police managers
and teachers, must often enforce discipline/punishment. Thus, work involving
conflicting values is quite widespread. When considering these types of jobs where
multiple, conflicting values sets exist within an organization and an individual , it is
challenging to forecast how specific values will predict job attitudes. F nature of
social work, and the value placed on interpersonal care by many social workers,
might lead them towards burnout and negativity. However, research on
meaningfulness suggests that this caring nature of social work and the value placed
on interpersonal care by many social workers might actually create meaningfulness in
their jobs, thus decreasing burnout and increasing positive job attitudes. These two

15
research camps make competing predictions regarding how a personal value towards
"caring" functions in such environments. In addition, neither camp accounts for the
simultaneous, conflicting value towards harmdoer and how this might interact with
the care value to determine employee attitudes. Importantly, there are broad
organizational implications about how contradictory values operate. Organizations
and their employees are often simultaneously charged with seemingly competing
goals, and this concept is pervasive throughout the organizational literature.
Theoretical Concepts
Below, I first provide an overarching conceptual framework that guides the structure
of this dissertation. Then, I review the theoretical concepts from which I draw to build
the quantitative and qualitative investigations directed by this frame work. More
importantly, I differentiate my ideas from previous scholars‘ concepts such as
multiple organizational identities, ambivalence, and role conflict, describing how I
extend the research in these areas.
Conceptual Framework
In Study I, I evaluated the co-existence of conflicting values, and the effects of those
values working in combination to predict job attitudes. However, I only investigated
one way in which these values may affect job attitudes (namely, perceived fit). For
Study II, I build upon the model from Study I and investigate other potential
mechanisms through which conflicting values are held and can affect job attitudes, as
well as how values combinations affect behavior. This framework is displayed in
Figure 1b. In short, I believe that the mechanisms through which employees‘ values
interact to predict attitudes and behavior are a result of those found in Study 1
(perceived fit/role enrichment), as well as tactics that individuals use in the face of
these conflicting values. However, not much theory exists which explains how (i.e.,
tactics and procedures) individuals use to hold and manage these conflicting values to
result in positive outcomes. Therefore, I used insights from the work on existing
bodies of literature (e.g., identity, necessary evils, meaningfulness) in order to
develop qualitative research methods that more fully evaluated how employees‘
values are formed, maintained, and actually work to affect their job attitudes and
behavior.

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DEFINITION OF PROBLEM

17
PROBLEM DEFINITION

 To know the values which are present in the individuals.

 To find out whether conflicting values exist in the individuals or not.
 To know effect of values on the work of employees.
 To see how to check the person organization fit .
 To know the effect of conflicting values on the role conflicts.
 To see how managers take care or cope up with the individual as well as the
organizational values.
 To know how employees balanced their conflicting values.

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REVIEW OF LITERATURE

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 LITERATURE REVIEW

Values are individuals‘ enduring perspectives on what is fundamentally right or

wrong . These perspectives affect how people interpret their surroundings and
interactions with others; individuals act in accordance with, and judge others‘
behaviour by, what they believe is right . Values have been studied extensively in the
organizational literature, focusing on how individuals‘ values (such as honesty or
achievement) affect their job attitudes , such as organizational commitment and job
satisfaction. While values and their effects on employees have been widely studied ,
they are often categorized into competing or conflicting frameworks. However,
emerging evidence suggests that some competing values might actually be held
simultaneously by individuals. If this paradoxical scenario is true, these values may
actually interact, rather than displace one another.

This is accomplished through two studies: first, a survey-based examination, and

second, an in-depth study. Both of these studies investigate these questions about
conflicting values in a sample of managers, and their values towards crime (punitive
and rehabilitative ideal. Results indicate support that conflicting values can be
simultaneously held by individuals, and that they interact to produce positive, rather
than negative, job attitudes. More specifically, I find that managers who hold both of
these values have higher levels of perceived fit with their organization, higher levels
of organizational commitment, and lower levels of burnout than managers of other
value combinations. Inductive results of the qualitative portion also add explanatory
value to the question of why and how this can happen; qualitative results show that
managers often draw from both value-perspectives in order to complete their difficult
job duties in effective and balanced ways.central in psychology and organizational
literature --- predict that individuals cannot hold conflicting values simultaneously
without suffering from negative consequences like stress, I argue otherwise. This
dissertation examines the extent to which individuals can hold conflicting values

20
simultaneously rather than dichotomously, explores the mechanisms through which
they do so, and also examines the effects of such value composition on employee
attitudes. This is accomplished through two studies: first, a survey-based examination,
and second, an in-depth inductive study. Both of these studies investigate these
questions about conflicting values in a sample of managers, and their values towards
crime (punitive and rehabilitative),(ORGANIZATIONAL
BEHAVIOUR,S.KHANKA)

Results indicate support that conflicting values can be simultaneously held by

individuals, and that they interact to produce positive, rather than negative, job
attitudes. More specifically, I find that managers who hold both of these values have
higher levels of perceived fit with their organization, higher levels of organizational
commitment, and lower levels of burnout than managers of other value combinations.
Inductive results of the qualitative portion also add explanatory value to the question
of why and how this can happen; qualitative results show that managers often draw
from both value-perspectives in order to complete their difficult job duties in effective
and balanced ways.

Values and Value Plurality

Individual values affect information seeking, as well as interpretations of what people

see and hear around them. Values, both individually and interacting in a system, are
therefore important influences on how employees form attitudes when interpreting
and experiencing work. However, most research on values assumes that certain values
are competitive by nature, and therefore cannot exist simultaneously within an
individual. Organizational research has followed this tradition, proposing competing
values such as internal versus external focus, and self-interest versus altruism. Some
work has been completed on value plurality and integrative complexity which begins
to investigate this phenomenon. Integrative complexity is defined in two dimensions:
differentiation and integration. First, differentiation is the variety of aspects relevant
to an issue that an individual recognizes. Someone who is scored high on
differentiation recognizes that decisions involve multiple values that are often in

21
conflict with one another. The second dimension, integration, refers to an individual‘s
connections among differentiated values. For example, someone who is scored high
on integration offers some kind of criteria or explanation for coping with the value
conflict. Integrative complexity has largely been used in studies explaining political
ideologies and predicting relevant decisions among senators, Supreme Court justices
and parliamentarians. These results state that individuals are likely to think about an
issue in an integratively complex way to the degree that the issue activates conflicting
values that people perceive as important and of approximately equal importance. The
value pluralism model, consistent with psychological research on cognitive
dissonance reduction, states that when conflicting values are of unequal importance,
individuallsrely on tactics such as denying the less important value and bolstering the
more important value. However, when both values are both of high importance, some
individuals might use integratively complex reasoning which combines both values
on a superordinate level. However, while this work recognizes that conflicting values
can be thought of in more complex ways than the traditional trade-off models, it does
not offer evidence of specific ways in which integratively complex thinking can occur
in the face of value conflicts beyond what is known from research on cognitive
dissonance-reduction techniques. The theory on value pluralism and intergratively
complexity also assumes that dissonance occurs for individuals who can think in
integratively complex ways. I challenge this assumption that dissonance always
occurs for individuals in the face of conflicting values. Therefore, this dissertation
seeks to extend research on value conflict by exploring these specific techniques that
go beyond what is already known from dissonance-related research.

In this research, I make a critical assumption that individuals come to their jobs with
pre-existing and relatively stable punitive and rehabilitative values. Values, by their
very definition, are relatively enduring, and typically demonstrate stability over time.
They are believed to be largely unaffected by socialization in organizations.
However, it is also recognized that individuals form their values through life
experiences. I follow these prior researchers‘ findings and generally accepted
principle in the literature that values are moderately stable over time. Moral
psychologists examine the way individuals‘ values help them evaluate and guide the

22
morality of social behavior. These psychologists view values as having two primary
components: justice, or attitudes towards fairness, impartiality, and universalism ; and
welfare/care, or attitudes towards beneficence, caring, and altruism. Moral
psychologists do not assume that the values of justice and empathy are always
competing, and argue that some people can hold both values . In fact, recent evidence
confirms that individuals might possess both strong justice and care values.

On the basis of the above observations I make the assumption that certain conflicting
values, such as justice and empathy, exist in opposition. Instead, I use these previous
insights to contribute to the work on values' operation in organizations. I then
evaluate the complex nature of conflicting values working together rather than in
competition. In doing so, I extend the literature on values by demonstrating
conflicting value independence and the multiple and differential effects when looking
at how these values interact to predict work attitudes.

Moreover, work on values in organizations and in psychology has not yet fully
incorporated how conflicting values might be highlighted given the work demands of
certain organizational settings. For example, work on necessary evil emphasizes
potentially conflicting values of "interpersonal care" and "justice". In these
situations, employees must harm another human being, but for a greater good (an
organizational duty, e.g., an HR professional must fire someone, or a doctor must
cause someone physical pain). This dissertation extends this prior work by looking at
how an individual holding simultaneous conflicting values affects his job attitudes.

(ORGANIZATIONAL BEHAVIOUR,JITS CHANDAN)

Necessary Evils
A necessary evil can be defined as ―a work-related task in which an individual
must, as part of his or her job, perform an act that causes emotional or physical harm
to another human being in the service of achieving some perceived greater good or
purpose.

Job Stress and Burnout

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Researchers have thoroughly evaluated how certain aspects of peoples‘ jobs affect
their psychological state of stress. These models are primarily arranged into two
situations: (1) when job demands match an individual employee‘s resources or skills,
resulting in positive outcomes, or (2) situations where the demands are too high and
the employee inadequate or "misfit," resulting in negative, stressful outcomes. A well-
documented effect of job stress is referred to as ―burnout i.e., a syndrome of
emotional exhaustion, depersonalization of others, and a feeling of reduced personal
accomplishment. Job demands are those physical, social, or organizational features of
a job that require sustained effort, and therefore are associated with certain
psychological costs. Job resources consist of physical, psychological, social, or
organizational features of a job that aid in performing work, achieving work goals,
reducing job demands or stimulating growth and development. Burnout results when
demands are high and resources are limited. This dangerous combination depletes
employees‘ mental and physical resources. The results are exhaustion and reduced
motivation.This framework suggests that individuals‘ resources interact with their job
demands to produce fit or lack thereof and the resulting stress and burnout.
The concept of burnout was originally thought to be a phenomenon exclusive to those
in the human services.
Caregivers, such as social workers, teachers, and doctors were thought to be at risk of
becoming emotionally drained through constant giving of themselves in interactions
with their clientele . Although human services employees may be particularly
susceptible to burnout because of the nature of their work such as “compassion work”
which places great demand on personal resources and often results in unmet personal
expectations.
Further examination of the burnout phenomena reveals that it is not exclusive to
human services employees. While research examining job stress and burnout has been
extensive the specific role of personal and potentially conflicting values remains
unclear. For example, those managers who strongly value rehabilitation might give
more of themselves to their job, investing psychological resources in the hopes that it
will bring about offender change. Unfortunately, when this is combined with the fact
that offenders are unlikely to succeed in rehabilitation it can lead to burnout. In
contrast, the personal value of rehabilitation could act as a motivator for redemption-

24
minded managers who feel they are performing a difficult, but valuable service. In
addition, it is unclear how punitive and rehabilitative values might interact to affect
the relationship between values and burnout in such an environment.
PO fit
Person-organization fit (PO fit) is the idea that a fit can exist between a person and
their organizational environment because certain people might be better suited for
certain jobs. While several different concepts of fit have been investigated the
majority of research on PO fit has concentrated on employee-organization value
congruence . PO fit is thus defined as the compatibility between people and their
employing organization‘s values. Indeed, support has been found that perceived
values congruence with an employing organization can predict positive employee
attitudes. However, many employees, such as managers, are potentially subject to
contradictory sets of organizational and corresponding internal values. For example,
previous authors have elaborated on the moral imperatives of justice and care. The
moral imperative of justice, which focuses around considerations of fairness, dictates
that workers must, as part of their duty to their organization and a greater good, cause
harm to another human being. Correctional managers completing disciplinary and
enforcement duties can cause employees physical and emotional pain. However, the
moral imperative of treating other human beings with a certain level of interpersonal
care conflicts with this. A manager might enact this through acceptable interpersonal
treatment of offenders. Both of these moral imperatives, which guide behavior and
coping with moral dilemmas, are potentially present within an individual; and both of
these values are present within an organization such as a environment. Similarly,
managers most likely have personal values associated with retribution and security
concerns, as well as values towards treatment and rehabilitation. Thus, rather than a
unidimensional similarity in values predicting good perceptions of fit, managers and
workers might actually benefit from having multiple, seemingly contradictory
perspectives which allow for mental flexibility and more positive outcomes. This
dissertation evaluates how a more multidimensional perspective of PO fit can provide
more explanation for employees‘ work attitudes in such complex environment.
Organizational Commitment
Organizational commitment has been defined as a strong belief in and acceptance of

25
the organization‘s goals and values; a willingness to exert effort on behalf of the
organization; and a strong desire to maintain membership in the organization.
Affective commitment is defined as a personal attachment to one‘s organization,
manifesting as a highly committed employee who demonstrates a strong identification
with the employer, involvement, and enjoyment with membership in the organization.
Affective organizational commitment represents an employee‘s acceptance of
organizational values and beliefs as his or her own. Therefore, this component of
commitment is the most relevant to research concerning personal and organizational
values and beliefs about work affecting attitudes. Organizational commitment has
been strongly associated with PO fit. This is because employees are more attracted
and committed to an organization that they perceive as holding values and beliefs
similar to their own. However, certain work environments might elicit conflicting
values and beliefs of individuals. Thus, questions remain about how conflicting
personal values affect an employee‘s perceived similarity to their organization, and
thus the process of how they form an affective attachment with a pluralistic
organization remains largely unexplored.

Psychological Coping
When experiencing a stressful event, people usually attempt to reduce their stress and
to resolve the situation that caused it. These psychological and behavioral efforts are
often referred to as coping mechanism i.e. cognitive and behavioral efforts to manage
specific external and/or internal demands that are appraised as taxing or exceeding the
resources of the person" . Thus, thoseunder stress will utilize coping mechanisms.
Research has found that individuals try to resolve their negative feelings from a
stressful work event in many different ways. For example, Brown et al (2005)
showed that employees at two industrial firms coped with a negative work event (loss
of a sale) by venting, focusing more on their task, and exhibiting self-control over
their emotions. Clearly, the manner in which a person copes with negative events at
work will influence their levels of stress and burnout. However, depending on
individual values, an employee may find that work which elicits internal conflict may
be more or less stressful; or, they might cope with the related stress in different ways.
In this dissertation, I use insights from this literature and synthesize it with other

26
relevant concepts to develop new insights into how conflicting values affect
individuals‘ coping with stress and burnout.

Identity and Ambivalence

Social identity theory argues that social identification is a perception of similarity or
oneness between two individuals or of an individual with a group. People compare
themselves to others, and classify themselves and others into categories of
membership similarity, such as social status, gender, etc. By extension, organizational
identification occurs when an employee defines himself through membership in his
organization.

Individuals develop identification (such as an association with their organization) in

order to develop a positive sense of self-worth. Someone who strongly identifies with
their membership in the organization as part of "who they are," naturally places high
importance on employment. Organizational identification has been found to be
positively related to performance, and negatively related to turnover. Identification
has also been linked to how individuals form meaningfulness in their work. This is
because as people form an attachment to their organization through identification,
they become more committed to it and work harder towards furthering its goals.

The concept of organizational identification is similar to PO fit because both concepts

describe a perceived compatibility between an individual employee‘s beliefs and
their organization‘s. Importantly, however, organizational identification is
distinguished from PO fit in terms of how individuals perceive their relationship with
their organization. Someone possessing organizational identification has a perception
of oneness with and an attachment to, their specific employer; whereas, someone with
PO fit does not necessarily define himself or herself by that relationship. Thus,
someone may identify with their organization and feel a deep personal loss if
terminated from it. However, someone may perceive a fit with a number of similar
organizations. Work in social identity has proposed that in the case of multiple
identities, individuals will act in accordance with whichever identity is salient at the
time. This work has begun to evaluate how multiple identities form and operate, but,

27
it is largely theoretical in nature. Multiple identity research highlights the possibility
of identifying with both, neither, or just one of these sets of values. However, it has
yet to be investigated empirically.
Role conflict
Role theory states that each role, or position within an organization, should have a
clear set of responsibilities, so that management can be clear about performance goals
and thus employees understand what is expected of them. Unclear expectations can
cause employees stress due to fear of doing the incorrect thing. Role conflict,
therefore, is defined as an incompatibility between expectations of parties (e.g.,
employees and possibly multiple managers) or between aspects of a single role. Role
ambiguity is a similar phenomenon, but is defined as uncertainty about what actions
to take in order to fulfill an organizational role rather than a conflict of direction or
expectations. Role ambiguity scales include items such as ―I don‘t know what is
expected of me, and ―I don‘t know how I will be evaluated for a raise or promotion.
Role conflict and ambiguity cause employees stress, resulting in decreased cognitive
resources due to the resources spent on attempting to neutralize the stress and resolve
the felt conflict.
Values of Managers
As mentioned in the previous review (Chapter 2), values have often been studied in
terms of their competing or compensatory nature. Similarly, research which looks at
managers‘ values also treats the values of rehabilitation and punitiveness as if they
are opposite ends on a single orientation construct. This is likely due to the evolution
of correctional institutions in society. Most societies, historically, have adopted a
general philosophy that those who commit a crime should be punished. This view is
rationalized on four theoretical grounds: retribution (e.g.,an eye for an eye principle),
deterrence (seeing others punished will promote fear and less offending),
incapacitation (isolating criminals from society so that they cannot re-offend) and
rehabilitation (treatment which can turn around an offender so that can be reintegrated
into society). However, organizations often pursue many simultaneous and seemingly
conflicting goals. Accordingly, managers pursue both rehabilitation and security
goals; managers‘ jobs entail dangerous duties such as securing often aggressive
and/or mentally ill offenders, often times having to physically restrain them or defend

28
themselves and/or other staff from attack. Managers must also, as part of their job
duties, coordinate with staff so that offenders are able to receive any offered
rehabilitation services (e.g., self-help group meetings, psychological therapy,
education, etc.), or even perform a welfare role by focusing on personal and social
problems that may have contributed to offending in order to facilitate behavioral
change or appropriate case management

29
RESEARCH METHODOLOGY

30
 Research methodology

Research

Research is defined as human activity based on intellectual application in the

investigation of matter. The primary purpose for applied research is discovering,
interpreting, and the development of methods and systems for the advancement of
human knowledge on a wide variety of scientific matters of our world and the
universe. Research can use the scientific method, but need not do so.

Research processes

Generally, research is understood to follow a certain structural process. Though step

order may vary depending on the subject matter and researcher, the following steps
are usually part of most formal research, both basic and applied:

 Formation of the topic

 Hypothesis
 Conceptual definitions
 Operational definitions
 Gathering of data
 Analysis of data
 Test, revising of hypothesis
 Conclusion, iteration if necessary

Research methods

The goal of the research process is to produce new knowledge, which takes three
main forms (although, as previously discussed, the boundaries between them may be
fuzzy):

 Exploratory research, which structures and identifies new problems

 Constructive research, which develops solutions to a problem
31
  Empirical research, which tests the feasibility of a solution using empirical
evidence

The research room at the New York Public Library, an example of secondary research
in progress.

Research can also fall into two distinct types:

 Primary research
 Secondary research

Research is often conducted using the hourglass model Structure of Research [1]. The
hourglass model starts with a broad spectrum for research, focusing in on the required
information through the methodology of the project (like the neck of the hourglass),
then expands the research in the form of discussion and results.

Data collection

The validity and accuracy of the final judgement depends heavily on how well the
data was gathered in the first place. The quality of data will greatly affect the
conclusions and hence utmost importance must be given to this process and every
possible precaution should be taken while gathering data and assembling the facts.
The data assembling techniques should be reliable as well as valid. Reliability is a
function of accuracy and consistency of results. Accordingly, before a data collection
methodology is established, a researcher must clearly define the goals to be achieved
and such methodology must be highly useful in achieving such goals. Some of the
most commonly used methods of colecting data are, interviews, questionnaire,
observation, etc.

Literature survey

Secondary sources were referred to get the effects of conflicting values on the work
attitudes of the employees in various organozations. All the information was collected
from magazines, reference books, internet and various other sources.

32
Diagonostic survey

Interviews could be face to face or telephonic. For the results to be effective and
valid, the subjects must be chosen at random so that each person in the population
being considered has the same chance of being selected as any other person. The
quality and accuracy of the interview will depend upon the mutual trust established
between the interviewer and the respondent. One of the major problems with personal
interviews is the degree of bias that can be introduced because the answers can be
highly exaggerated. Some people may be unwilling to provide certain types of
information. Accordingly interviewer must be thoroughly trained and the questions
and the language of questions should be such as to induce confidence in the
respondent so that he is as objective and accurate in providing information as
possible.

33
Our hypothesis is:

Ho: To determine there is relationship between values of employees with the values of
the company.

H1: There is no relationship between values of employees with the values of the company.

The test use is Chi-Square(X2 test) in which I use Non –Parametric test of X2 test as a test
of independence of attributes.

The Chi-Square test (Χ 2 • test) is an important test amongst several tests of significance
developed by the statisticians. Chi-Square, symbolically written as χ2 (Pronounced
as Ki-square), is a statistical measure used in the context of sampling analysis for
testing the significance of a population variance. As a non-parametric test, It can be
used as a test of goodness of fit and as a test of independence of attributes. Thus, the
Chi-Square test is applicable to a very large number of problems in practice which
can be summed up under the following heads:

(1) χ 2 - test as a test for population variance.

(2) χ 2 - test as a non-parametric test.

Let us discuss them briefly

1. χ 2 • test as a test for population variance : χ 2-test is often used to test the significance
of population variance i.e. we can use this test to judge if a random sample has been
draw from a normal population with mean (µ) and with a specified variance (σ 2)'
Procedure:

(i) Set up the null hypothesis: Ho : σ2 = σ20 [or σ = σo] and H1 : σ2 > σ20

(ii) We compute χ 2by using anyone of the following formula:

Where S2 = ΣI(X - X)2 /n

34
(iii) Degrees of freedom are worked out by using the following formula:

Degrees of freedom = v = n - 1

(iv) Obtain the table value of χ 2 with reference to the degrees of freedom for the given
problem and the desired level of significance.

(v) If the calculated value of χ 2 > tabulated value of χ 2, we reject the null hypothesis Ho.
Otherwise, we accept Ho

2. χ 2-test as a non-parametric test: χ 2-test is an important non-parametric test and as

such no rigid assumptions are necessary in respect of the type of population. We
require only the degrees of freedom for using this test. As a non-parametric test, χ 2-
test can be used

(i) as a test of goodness of fit and (ii) as a test of independence of attributes.

1. χ 2-test as a test of goodness of fit: Under the test of goodness fit, we try to find out how
for the observed values of a given phenomenon are significantly different from the
expected values i.e. there is good compatibility between theory and experiment or
the fit is good. The term goodness of fit is also used for comparison of observed
sample distribution with the expected probability distributions (such as Binomial,
Poisson, Normal). χ 2-test determines how well theoretical distributions (such as
Binomial, Poisson), fit the empirical distributions (i.e. those obtained from sample
data)

Procedure:

(1) Set up the null hypothesis that there is no significant difference between the observed
and the expected (or theoretical) values i.e. there is good compatibility between
theory and experiment or the fit is good.

(2) We compute the value of χ 2by using the formula:

χ 2 = Σ[(0 -E)2 /E

Where 0 = observed frequency, E = expected frequency

35
The above formula can also be written as :

χ 2 = Σ [O2/E] - N

Where N is the total expected frequency and Σ O = Σ E = N

Note : The second form of the formula is more convenient for computation in case the
expected frequencies comes in fractions.

(3) Degrees of freedom are worked out by using the following formula:

Degrees of freedom v = n - 1

In case of Binomial, Poisson and Normal distributions, the degrees of freedom are
obtained by subtracting the number of independent constraints from the total
frequency (n). The number of independent constraints in a given data depends upon
the number of parameters involved in the same data. This is indicated as under:

Degrees of
Type of distribution Constraints No.of Constraints
freedom

1. Binomial distribution Total of frequency (n) 1 n-1

Total of frequency (n)

2. Poisson distribution 2 n-2
and arithmetic mean (m)

3. Normal distribution n, X and s.d 3 n-3

36
2. χ 2-test as a test of independence of attributes : χ 2-test enables us to examine. whether
or not two attributes are associated or independent of one another. For example we
may be interested in knowing whether a new medicine is effective in controlling fever
or not. χ 2 test will help us in deciding this issue.

Procedure

(I) Set up the null hypothesis that the two attributes

On the basis of the null hypothesis, we calculate the expected frequencies the following
formula:

(R) x (C)

Expected Frequency: N

Where R= Row Total, C= Column total, N= Total number of observations

We compute the χ 2-value by using the following formula:

χ 2=Σ [(0 -E)2/E]

For a contingency table which has r rows and c columns, degrees of freedom worked out
by using the formula.

Degrees of freedom= v=(c - 1) (r - 1)

Obtain the critical value (or table value) of χ 2 with reference to the degree of freedom for
the given problem and the desired level of significance.

If the calculated value of χ 2 is less than the table value at a certain level of significance
for given degrees of freedom, we accept the null hypothesis and conclude that the
two attributes are independent

37
On the bases of our data we have:

Observed frequency

Attributes/Ag 20-30 30-40 40+ Total of rows

e

Conflicting 8 7 5 20
values

Attitude 6 10 12 28
towards
change

Team works 7 11 22 40

Total of 21 28 39 88
Column

38
Calculated value

No. Observed Excepted O-E (O-E)2 (O-E)2/E

value( value(
O) E)

1 8 4.77 3.23 10.43 2.187

2 7 6.36 0.64 0.4096 0.064

3 5 8.86 -3.86 14.89 1.681

4 6 6.68 -0.68 0.462 0.0692

5 10 8.90 1.1 1.21 0.1350

6 12 12.40 -0.4 0.16 0.0129

7 7 9.54 -2.54 6.451 0.676

8 11 12.72 -1.72 2.958 0.232

9 12 17.72 -5.72 32.71 1.846

Total 6.90

Since X2 calculated (6.90) < tabulated value (9.488) at degree of freedom 4 and level of
significance 0.05

So calculated is less than tabulated so we accept the Null hypothesis.

Sampling design

39
Non-purposive sampling design is taken and the sample taken is the representative sample
since I have tried to cover all the employees in the organization.

SAMPLING FRAME: - UJVNL

SAMPLING UNIT: - Employees

SAMPLE SIZE: - For this study sample of 88 Employees.

UNIVERSE SIZE: - 100 employees

40
ANALYSIS

41
 ANALYSIS

1) Conflicting Values Exist In The Individuals

Almost 50% of the employees agree with the fact that conflicting values exist in the
individuals which act as a guiding force for them.

42
2)Individuals choose the organization whose values match theirs

More than 50% of the employees disagree to this fact as they feel that employees join
any organization and try to inflict their values on certain areas of work and on some
occasions try to compromise with the situations.

43
3) The Values Of The Organization And The Individuals Are Dissonance Producing.

more than 50% of the employees feel that the values of the individuals and the
organization do create situations where they cause disagreement and thus lead to
stress and burnouts.

44
4) .Values Play An Important Role In Developing The Work Attitudes Of Individuals

most of the employees working in the organizations believe that the values of the
employees do play an important role in the development of work attitudes. If the
managers who feel that their efforts or their commitment towards the goals of the
organization are important and that his efforts for rehabilitating the offenders in the
organization is beneficial for the organization.

45
5)The Employees Who Behave In The Norm-Consistent Ways Are Rewarded By The
Organization.

almost 75% of the employees agree to the fact that norm-consistent individuals in the
organization are rewarded by the organization. But still a large number of individuals feel
that adhering to the organizational norms don’t pay.

46
6)The Employees Who Value To Work In Teams Are Given An Opportunity To Work In
Teams More Than Those Who Do Not Prefer To Work In Teams.

more than 60% of the employees fell that the individuals who prefer to work in
groups are given a chance more often by the organization than those who do not want
to work in groups. The organizations do so to motivate employees by giving them a
chance to work in such groups where they feel comfortable and more confident.
47
7) The employees should harm others for the benefit of the organization.?

this data is a bit shocking for those who work for the betterment of the individuals in
the organization first and then the organization comes later. Private industry is a place
where people try to move forward by stepping on the shoulders of others. They don’t
even think once before harming anyone. They remain or try to be so loyal to the

48
organization that they forget the human values and consider materialism more than
anything else.

8) The Managers Who Value Rehabilation Give More Of Themselves To The Job.

most of the managers don’t feel the same way as felt by those in the organization who
value the worth of individuals in the organization. For them human is the first priority
and then comes the rest. They always takeup dual goals, one of achieving the targets
set for them by the organization and other to care for the individuals who need to be
cared for and rehabilitated.

49
9) Organizational Identification Leads To Commitment Among Individuals.

Almost half of the individuals working in the organization feel that identifying
oneself with the organization does not lead to the commitment of employees in the
organization.

50
10) .Role Conflict Cause Stress In The Employees.

about 70% of the employees agree to the fact that role conflict is one of the important
factors for causing stress in the employees in the organization. They feel that if
everybody has been clearly assigned a set of duties to be performed then, he will will

51
be clear with his approach and strategy to proceed in the organization. He will be able
to finish his assignments within time and feel motivated.

11) Job Stress Leads To Reduced Motivation.

almost all the employees agree that stress is one of the important factors which
contribute to the decline of motivation among the employees. If the employees will be
in a state of stress then any training, guidance will be of no help to the employees. It
is said that a healthy mind lives in a healthy body and the body needs peace and
support to grow and produce expected results.
52
12) Managers should work with the staff to rehabilitate the offenders.

most of the employees including the managers feel that managers besides committing
themselves to the organizational goals should also lend a helping hand to those who
are in need of it. Such managers believe in refining, maintaining and developing the
individuals.

53
13) Rehabilitative characteristics are more important than the punitive ones.

70% of the employeres feel that rehabilitative characteristics are more important than
punitive oneas. This is because the earlier one tries to improve an individual who can prove
to be an asset for the organization or else his talent will be wasted.

54
14) The managers who are high on rehabilitative and punitive values will have
highest levels of P-O fit.

more than 60% of the managers when asked about this trait of the managers they
answered that it is very important for a manager to take care of himself and the other
employees of his organization. In this endeavour he has to balance his act by keeping
the right mix of rehabilitative and punitive traits and the one who does so he is the
right one for the organization.

55
15) .The Managers Who Are High On Rehabilitative And Punitive Values Will Have
Highest Levels Of Organizational Committment.

68% of the managers were of the view that those who are high on rehabilitative and
punitive traits develop a feeling of attachment for the organization and hence the act
in a more committed way for the organization.

56
FINDINGS

57
 FINDINGS

1) After analyzing the responses of the managers and other employees of the
organization I found that managers self-scored values were correlated with the
thoughts and behaviours. They scored themselves highly rehabilitative due to
social desirability concerns.

2) Those managers who scored low on rehabilitative values had some common
characteristics such as contempt towards employees. This means that they had
lack of concern for the employees safety, health,rehabilitation,etc. secondly, they
got frustrated on hearing that employees were not rehabilitated. Third while
answering to various questions it came out that their primary concern was for
themselves. Lastly, when they were questioned on any issue they frequently
mentioned employees’ mistakes.

3) The managers who scored highly on rehabilitative values were found to have high
concern for themselves as well as their employees. A second characteristic that I
observed among the managers who scored highly on rehabilitative values was that
they often spoke about talking with employees to resolve problems, and
explaining procedures to them. Comparatively, those who were low on
rehabilitative values did not seem to demonstrate this characteristic. 3Another trait
of managers that scored high on rehabilitative values is that they often appeared to
58
 take the perspective of employees and their individual situations into account.

4) Next, I turned my attention to the punitive values scale. First, I looked at those
who scored low on the punitive values. The first distinguishing characteristic of
managers who scored low on punitive values is that in the situational interview
responses, they often did not mention any type of physical engagement with the
employees. Physical engagement responses ranged from procedural restraints to
the use of excess force.

A second characteristic of managers scoring low on the punitive values scale is that
they often relied on narrow definitions of their job, often justifying why they would
not engage in punishment of employees.

Next, I looked at those respondents who scored highly on the punitive scale. In direct
contrast to those managers who scored low on the punitive values scale, those
managers who scored highly on this scale easily described and often mentioned
engaging physically with employees in the situational interview and across the
interview as a whole.

A second characteristic of those who scored highly on punitive values was that they
displayed a keen awareness of employees‘ often manipulative

In summary, it is easy to recognize differences between managers who are low and
high on punitiveness. Those who were low on these values often mentioned job
description-based justifications about why they would not act in punitive ways
towards employees. Along these lines, they also demonstrated a low likelihood of any
sort of physical engagement with employees, even those that are sometimes required
by the job. In contrast, those managers who scored highly on punitive values
indicated that they would engage in a range of physical discipline with employees.
They did not withdraw from a situation as indicated by other values-groups, but
rather, appeared able to jump into a situation physically. These managers also
demonstrated a constant awareness of employees‘.

59
5) The first value combination that I evaluated were those who scored low on both
sets of values. Those managers who were low on both sets of values exhibited the
characteristics described above for each of these single value orientations:
contempt for employees and their mistakes, they saw little hope for rehabilitation,
and confirmed this by discussing a constant revolving door of employees. They
had concern primarily for themselves in the situational interview, had a low
likelihood of physical engagement with employees, and defined their job duties
narrowly. However, these managers also exhibited unique characteristics that
were not seen in the single value-orientation results.

The first distinguishing characteristic of those who were low on both sets of values
was that they appeared to often engage in retaliatory thoughts and actions on
employees. These individuals self-identified their values as low on both punitive and
rehabilitative dimensions, meaning that they did not have strong beliefs that either
approach would solve the problem. However, they still have a job to do within the
institution, regardless of their personal philosophies. Thus, rather than drawing from
either value set to guide how they approached their duties, as those who were high on
a set of values did, these individuals often acted petty and hostile with employees.
a) Those who were low on both values dimensions also often spoke about their
emotions like anger and fear, as did many of the managers I spoke with. However,
the distinguishing characteristic of those who were low on both values sets was
that they tried to suppress these emotions, and were quite aware of these efforts to
suppress these reactions. I named these managers who were low on both sets of
values “Robots” due to these traits displayed above, such as attempting to
suppress emotion and the low punitive values trait described earlier of relying on
narrowly-defined job demands.

b) The second combination of values that I evaluated were those who scored high on
the rehabilitative scale, but low on the punitive scale. The first distinguishing
characteristic of those managers that scored highly on (only) rehabilitative values
was that they seemed to focus on consistency in correction/discipline. On a

60
 related topic, these managers also often spoke about discipline with employees as
tempered with personal consideration. For example, they frequently mentioned
the importance of not embarrassing employees when disciplining them, and that
they tried not to personally criticize employees.I named these managers who
scored high on only rehabilitative values Parents due to these traits displayed
above, such as their focus on consistency, discipline, and understanding.
Finally, these Parents have moderate levels of burnout, which again were not
significantly different from other value combinations, except they were lower than
those who scored (only) high on punitive values.

c) The third combination of values that I looked at were those who scored highly on
the punitive scale, but low on the rehabilitative scale. In contrast to the Parents in
organization 2, those who were high on only punitive values exhibited very
different characteristics. Rather than putting employees and their behavior into
perspective, these managers often appeared to take things personally and
internalize this contempt.

Similar to those managers who were low on punitive values, these managers also
often spoke about their emotions of fear and anger. However, in contrast to those who
were low on punitive values, these managers did not make efforts to suppress these
emotions, and instead, spoke freely about them: I named these managers who were
low on rehabilitative values and high on punitive values Enforcers due to these traits
displayed above, such as reacting with fear and anger, and taking employees‘
mistakes and misbehavior as personal and unforgivable. These managers appeared
much more likely to act on these negative emotions. These managers do not believe in
rehabilitation of employees, and thus any efforts by the to do this decreases their
perceptions of PO fit. In addition, these managers seem to want a greater level of
punishment for employees, and thus also see poor fit in terms of the punitive values
exhibited by their organization. They generally see the entire system as hopeless
and/or useless. This general affect also transfers to low levels of organizational
commitment for these managers, as they clearly do not demonstrate any sort of
attachment to their employer.

61
d) The final combination of values was those managers who scored highly on both
sets of values. Notably, the first distinguishing characteristic of these individuals
was that they appeared not too weary about using force when necessary, like those
who scored highly on punitive values, but they also often noted that it was only as
a last option, and/or often in combination with rehabilitative actions. Thus, while
similar to managers scoring (only) highly on punitive values in their ability to
perform the physical nature of their job, this was balanced with a rehabilitative
approach which was often used first.Another interesting and distinguishing
characteristic of managers who scored highly on both rehabilitative and punitive
values was that they demonstrated concern for both themselves as well as for the
employees in the situational interview question. Again, this appears to be a result
of being able to temper their highly rehabilitative values, which would lead them
towards caring for the inmate, with their punitive values, which helped them to
see that they could also be injured or taken advantage of by manipulative and
dangerous employees.A final distinguishing characteristic of managers scoring
highly on rehabilitative and highly on punitive values was that they often did not
see their job duties as particularly stressful. In contrast to other managers, these
individuals did not appear to take employee insults personally or think about them
as issues that were particularly out of the ordinary. They also appeared to have
realistic expectations of employees, and recognized that their failure rate was
high. Nevertheless, unlike those who were low on rehabilitative values, this did
not appear as a reason to abandon all hope and sense of meaning in their jobs. I
named these managers who were high on both sets of values Balancers due to
these traits displayed above, such as having concern for both one‘s self and the
inmate, not withdrawing from situations that require the use of force (but only
doing so when the last option), and a unique ability to not see their jobs as
extraordinary or extremely difficult. These managers appeared to have very
efficient approaches, both for their own safety as well as for the employees‘
wellbeing

These managers demonstrated the highest levels of PO fit and organizational

62
commitment. These managers are clearly able to draw from their unique values
combinations to foster perceptions of fit with their organizations, and to form
attachments to them. In conclusion, this research offers support that conflicting values
can be held simultaneously, and that they interact to predict unique ways in which
people wrestle with their unique values and work demands. Thus, the holding of
certain values might be better classified as paradoxical rather than conflicting.
Moreover, the simultaneous holding of these values often act in positive ways for
employees, rather than creating dissonance and negative outcomes, as much research
predicts.
6) I evaluated the nature of the relationship between the conflicting values of
punishment and rehabilitation, and how these values worked together to affect
managers‘ job attitudes of PO fit, organizational commitment, and burnout. I
found that these two sets of values, while negatively correlated, fit best to a two-
factor structure, demonstrating their relative independence. Moreover, I found that
these values interacted, such that those managers with high levels of both values
had the greatest levels of PO fit and organizational commitment, and one of the
lowest levels of burnout. Finally, holding both of these values simultaneously did
not result in increased feelings of burnout, as research on role conflict and
cognitive dissonance would predict. I found that individuals who strongly held
both values were able to draw from them in order to perform their unique job
demands. For example, these managers indicated that they would protect both
themselves as well as employees during a potential incident at work. This was in
contrast to other managers with different value combinations who did not indicate
that they would have both of these concerns during such an incident, but rather,
typically focused on one or the other. This type of perspective considering both
security and concern of the employees demonstrated by the managers who
strongly held both values likely allowed them to function more effectively in
their work environment, both from a job performance perspective, as well as for
their own protection.

7) This research suggests that in some jobs, even those in human services,
employees who hold strong rehabilitative values, or who have strong levels of

63
both values parallel to the dual nature of the job, can be resilient. Thus, rather than
setting them up for burnout, holding certain values may actually allow for
individuals to navigate around role conflict or dissonance in such a difficult
environment.

SUGGESTIONS

64
65
 SUGGESTIONS

1) First, institutions should recognize the large role that personal values play not
only in affecting managers‘ job attitudes , but, also their potential behaviors.
2) As we all have come to know that conflicting values do have an impact on the
work attitude of the managers so, the organizations should take care of the
mental and physical health of the employees so that they do not develop
conditions of stress.
3) One important factor which hinders and create obstacles in the smooth
functioning of the employees is the role conflict. So it is the responsibility of
the organization to allocate separate tasks to every individual so that the
situation of role conflict could be avoided.
4) There are employees in the organization who value working in teams. So, the
organization should keep this aspect in mind while putting him in any of the
work positions. This is one of the non-monetary rewards which enhances the
performance of employees and motivates them more than the monetary
incentives.
5) Those employees who perform as per the expectations of the organization
should be rewarded immediately so that he feels motivated and maintains his
performance throughout.
6) Besides everything individuals if develop a feeling of identification with the
organization work with more commitment and zeal for attaining the
organizational goals and objectives. So, it is the responsibility of the
organization to recognize the work of the employee from time to time and
make him feel to be an important part of the organization.
7) The organizational policies should be framed to protect and develop the
employees who are not performing up to the level and those who make
mistakes. Regular training programmes for such employees should be
developed so that an individual may feel protected and try to contribute his
part in the organization.

66
LIMITATIONS

67
 LIMITATIONS OF STUDY:

1) There are several limitations of this dissertation that should be noted. First, the
sample of managers might be considered a very extreme work environment,
and thus these findings might not generalize to other organizational and work
contexts.

2) Secondly, the research conducted might have been subject to different demand
characteristics because the managers took the values measure and interview
directly in front of the researcher. Therefore, they may have been greater
social-desirability pressures that influences their responses, or, conversely,
even greater trust that may have actually promoted more honest responses due
to subject-researcher interaction.

3) Direct interviewing an individual cannot extract exact emotions and views

which could be helpful in determining the particular values and factors which
really effect the working of individuals in the organization.

4) Not much research has been conducted in this area so it was difficult to have
enough clear views regarding this topic.

5) The managers responded in a perspective keeping in view the social aspect of

their job in mind. They pretended to be caring and to avoid the social
consequences so, the organization should adhere to the social responsibility
norms strictly.

68
BIBLIOGRAPHY

69
 BIBLIOGRAPHY

BOOKS REFFERED

swathappa.K. Human Resource and Personnel Management, Tata McGraw-Hill

Publishing co., New Delhi, 2005, pp. 202-215.

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WEBSITES
http//www.mycavinkare.com

http//www.hrmguide.com

http//www.hrtools.com

http//www.hrtools.com

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ANNEXURE

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 INTERVIEW QUESTIONNAIRE:

Q.no.1 Conflicting values exists within individuals?

Q.no.1 Individuals choose the organization whose values match theres?

Q.no.3 The value of the organization and individuals are presented to be dissonance
producing?

Q.no.4 The value play an important role in developing the attitudes of individuals?

Q.no.5 The employees who behave in norms consistent ways are rewarded by the
organization?

Q.no.6.The employee who value to work in teams desire more to work in team than
others?

Q.no.7.The employee should harm others for the good of organization?

Q.no.8. The manager who strongly value rehabilitation give more themselves to the job?

Q.no.9. Organization identification leads commitment to the organization ?

Q.no.10. Role conflict cause stress in employees?

Q.no.11 Job stress leads to reduce motivation ?

Q.no.12 Managers should work with staff to rehabilitate offenders ?

Q.no.13 Rehabilitated characterstics is more beneficial for the organization than the
punitive characterstics?

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Q.no.14 The managers who are high on both punitive and rehabilitative values will have
the highest levels of person- organization fit?

Q.no.15 The managers who are high on both punitive and rehabilitative values will have
the highest levels of organizational commitment?

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