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Employees' Responses to the Mismatch...

Porter, Terrence Jermyn.

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Employees' Responses to the Mismatch Between Organizations' Espoused Values and Basic Assumptions About Organizational Culture.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Employees' Responses to the Mismatch Between Organizations' Espoused Values and Basic Assumptions About Organizational Culture./
作者:	Porter, Terrence Jermyn.
面頁冊數:	189 p.
附註:	Source: Dissertation Abstracts International, Volume: 74-11(E), Section: A.
Contained By:	Dissertation Abstracts International74-11A(E).
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3572552
ISBN:	9781303316036

Employees' Responses to the Mismatch Between Organizations' Espoused Values and Basic Assumptions About Organizational Culture.
Porter, Terrence Jermyn.

Employees' Responses to the Mismatch Between Organizations' Espoused Values and Basic Assumptions About Organizational Culture. - 189 p.

Source: Dissertation Abstracts International, Volume: 74-11(E), Section: A.

Thesis (Ed.D.)--University of St. Thomas (Minnesota), 2013.

During the initial phase of the recruitment process, job applicants base their attraction and job choice decisions on the organization's espoused values that manifest themselves through the organization's use of positive images and signals. Based on this limited amount of data, applicants develop a perceived notion of how well they would fit within that organization. When applicants become employees of that organization and discover a mismatch between their perception of the espoused values and the reality of the basic assumptions of that culture, the results may be detrimental to the employee as well as to the organization. The researcher wanted to test his theory and examine the potential outcomes of the discovery of employees of a mismatch between an organization's espoused values and the basic assumptions that exist within the organization. The researcher believed that one of these outcomes was employee turnover. This study used the positivistic multiple case study method to test his theory. The researcher interviewed a total of 17 participants from a variety of occupations and industries from the Midwest region of the United States. This study was able to contribute to the research on recruitment and person-organization (P-O) fit. While the findings supported the researcher's theory that employees leave organizations because of a mismatch between initial perceptions of espoused values and the basic assumptions of the organizational culture, additional replications of this study may be necessary to have a theoretical generalization.

ISBN: 9781303316036Subjects--Topical Terms:

626628
Business Administration, Management.

Employees' Responses to the Mismatch Between Organizations' Espoused Values and Basic Assumptions About Organizational Culture.
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520 $a During the initial phase of the recruitment process, job applicants base their attraction and job choice decisions on the organization's espoused values that manifest themselves through the organization's use of positive images and signals. Based on this limited amount of data, applicants develop a perceived notion of how well they would fit within that organization. When applicants become employees of that organization and discover a mismatch between their perception of the espoused values and the reality of the basic assumptions of that culture, the results may be detrimental to the employee as well as to the organization. The researcher wanted to test his theory and examine the potential outcomes of the discovery of employees of a mismatch between an organization's espoused values and the basic assumptions that exist within the organization. The researcher believed that one of these outcomes was employee turnover. This study used the positivistic multiple case study method to test his theory. The researcher interviewed a total of 17 participants from a variety of occupations and industries from the Midwest region of the United States. This study was able to contribute to the research on recruitment and person-organization (P-O) fit. While the findings supported the researcher's theory that employees leave organizations because of a mismatch between initial perceptions of espoused values and the basic assumptions of the organizational culture, additional replications of this study may be necessary to have a theoretical generalization.
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