Leveraging human resources management (HRM) practices toward congruence of values

Maureen Gelle-Jimenez and Hector M. Aguiling
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Maureen Gelle-Jimenez: The Graduate School, University of Santo Tomas, Philippines; Assistant Professor, College of Commerce and Business Administration,University of Santo Tomas, Philippines
Hector M. Aguiling: Professor, The Graduate School, University of Santo Tomas, Philippines

International Journal of Research in Business and Social Science (2147-4478), 2021, vol. 10, issue 1, 85-94

Abstract: Core values are critical to an organization’s identity, mission, strategy, and success. Harmonizing personal values and the core values espoused by the organization addresses congruence gaps and ensures that the actions of employees are consistent and aligned with organizational strategies. This study aims to identify the HR management practices of a University in Manila, Philippines that promote the congruence between the personal values of employees and the core values of the organization. The qualitative research methodology was utilized to identify practices in the areas of Recruitment and Selection, Performance Management System, and Training and Development that promote congruence of values. Semi-structured interviews of key University officials were conducted using open-ended questions. A review of relevant and pertinent documents was also undertaken. The three identified HR functional areas are highlighted because these are critical in the selection, motivation, and retention of high-quality employees. Leveraging HR management practices to promote congruence entails that the values of the organization are well-defined. Employees must understand how these are translated into workplace behaviors and actions. It must be clearly laid down how these relate to their performance and the impact these have on the achievement of the overall goals of the organization. Key Words: Core Values, Human Resource Management Practices, personal values, values congruence

Date: 2021
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