Written by In an era where organizations continually strive for creating a value-centric culture, the alignment between individual and organizational values has come to the fore (Shuck & Rose, 2013). This alignment is not just a cornerstone for an individual’s job satisfaction and engagement, but it also fosters organizational success.
Coaches who fit their organization’s positive culture have greater job satisfaction and are superior in their job performance. As individuals, we bring our unique set of values shaped by personal experiences, cultural backgrounds, and ethical leanings. These personal values guide our actions, behaviors, and decision-making. Organizational values represent the collective beliefs, principles, and norms that guide an organization’s mission and strategic decisions. An organization’s values are its guiding principles and they impact all aspects of the team and organization’s operations and performance (Van Knippenberg & Schippers, 2007).
The intersection between individual and organizational values is where the magic happens. When there is a high degree of alignment, individuals tend to feel a greater sense of belonging. This synchrony fuels their motivation, contributes to their productivity, and enhances their overall job satisfaction (Amos & Weathington, 2008).
Recognizing and understanding this alignment is a continuous process of reflection and introspection. It involves identifying one’s values and assessing how these values mesh with the organization’s ethos. When individuals understand where their values fit within the organization’s context, they can contribute to their roles more authentically and passionately. This translates into a more focused direction, purpose, and meaning to a coach’s life, along with professional satisfaction and performance (Afsar, Badir, & Kiani, 2015).
So, strive for the alignment of personal and organizational values. Each person has deeply held beliefs that describe who they are at their core (Ziglar, 2021). Let these values guide your journey within the organization.
References:
Afsar, B., Badir, Y., & Kiani, U. S. (2015). Linking spiritual leadership and employee pro-environmental behavior: The influence of workplace spirituality, intrinsic motivation, and environmental passion. Journal of Environmental Psychology, 45, 79–88.
Amos, E. A., & Weathington, B. L. (2008). An analysis of the relation between employee—Organization value congruence and employee attitudes. The Journal of Psychology, 142(6), 615-632.
Cable, D. M., Gino, F., & Staats, B. R. (2013). Breaking them in or eliciting their best? Reframing socialization around newcomers’ authentic self-expression. Administrative Science Quarterly, 58(1), 1-36.
Shuck, B., & Rose, K. (2013). Reframing employee engagement within the context of meaning and purpose: Implications for HRD. Advances in Developing Human Resources, 15(4), 341–355.
Van Knippenberg, D., & Schippers, M. C. (2007). Work group diversity. Annual Review of Psychology, 58, 515-541.
Ziglar, Z. (2021). Choose to Win: Transform Your Life, One Simple Choice at a Time. Thomas Nelson.