Introduction to Schwartz Theory on Universal Values
The Theory of Universal Human Values, created by Shalom H. Schwartz, is a cornerstone in social and cross-cultural psychology for understanding human values across cultures. Originally identifying ten value orientations in 1992, Schwartz and colleagues refined this to 19 values in 2012, presenting them as part of a circular motivational continuum. These values are not just beliefs but are deeply tied to emotions, guiding individuals in selecting or evaluating actions, policies, and people in their lives and workplaces.
Values act as motivational constructs, representing the goals individuals strive to achieve and guiding behaviour towards what is considered worthwhile. Unlike norms and attitudes, which are situation-specific, values are abstract goals that transcend specific actions and situations, providing a framework for behaviour across various contexts. Each person prioritises these values differently, creating a unique value system that influences their decisions and actions. This hierarchy of values is what distinguishes an individual’s value system from mere attitudes or norms.
For values to influence behaviour, they must first be activated and deemed relevant to the situation at hand. Values that are considered important are more readily activated and thus have a stronger influence on behaviour. This activation is particularly likely when faced with decisions that have significant implications or when important values might be compromised. The relevance of a value in a given context enhances our awareness of it, guiding us to choose actions that align with our value system.
Values also dictate how individuals perceive and respond to potential outcomes of their actions. High-priority values, which are closely tied to one’s self-concept, trigger automatic affective responses to actions that either threaten or support these values. This process influences not only how individuals perceive their environment but also how they plan and execute actions that align with their values.
Values circle: compatible and conflicting values
The refined values theory is based on the assumption that values form a circular motivational continuum. The values on the continuum are based on their compatible and conflicting motivations - expressing self-protection versus growth, and personal versus social focus.
In one part of the circle, you have values that are about looking out for yourself, like staying safe (personal security). This is the self-protection side. Then, as you move around the circle, you start to see values that are more about growing as a person, learning new things, and pushing your limits, which is about personal growth.
On another part of the circle, there are values focused on how we relate to other people and the world around us. Some of these are about putting others first and being a good member of the community, which is the social focus.
The closer any two values are on this circle, the more they can work together harmoniously. For example, wanting a constant challenge (a growth value) can go hand in hand with being creative (another growth value). They're neighbours on the circle because they both involve expanding your horizons.
However, some values might be on opposite sides of the circle because they have conflicting motivations. For example, if having a lot of creative freedom is important then rules and tradition have less space in your life. Or if someone values having a lot of control then most probably they don’t care so much for humility as this won’t help them to achieve control.
Openness to Change
Openness to Change values underscore an individual's drive to pursue intellectual and emotional interests through innovative and adaptive approaches. These values foster a work environment that thrives on flexibility, innovation, and a willingness to explore uncharted territories.
Here’s how these values manifest in a work setting:
Creative Freedom: In a workplace context it’s an atmosphere where employees feel empowered to explore new ideas and solutions. This value nurtures innovation and adaptability, allowing teams to tackle challenges with fresh perspectives and inventive strategies.
Autonomy: Autonomy in the workplace is about giving employees the space and authority to guide their own tasks and make decisions. Autonomy supports personal and professional growth, driving employees to excel and take initiative, which in turn can benefit the organisation’s productivity and creativity.
Challenge: Valuing challenge involves encouraging employees to push beyond their comfort zones and tackle demanding projects. This value instils a culture of resilience and perseverance, where employees are motivated to engage deeply with their work and pursue excellence. A workplace that embraces challenges is one that sees obstacles as opportunities for growth and learning, leading to continuous improvement and sustained employee engagement.
In essence, Openness to Change values cultivate an organisational culture that is dynamic, innovative, and inclusive. Managers who embrace these values demonstrate a readiness to consider employee suggestions, delegate responsibility effectively, and involve everyone in decision-making processes.
This approach leads to the development of more horizontal organisational structures, where employees have defined roles but are also given the freedom to independently contribute to the organisation's success.
Self-Enhancement
Self-Enhancement values in the workplace revolve around the drive for personal success, control, and enjoyment. These values influence managerial behaviours and the quality of interactions within teams.
Here’s how these values manifest in a work setting:
Pleasure: Valuing pleasure in the organisational context means creating a work environment that prioritises the enjoyment and well-being of employees. This could involve integrating more social activities, flexible work options, and initiatives that make work more enjoyable.
Achievement: The value of Achievement emphasises the importance of setting and accomplishing goals, not just at an individual level but across the organisation. Managers who prioritise achievement are likely to foster a culture of cooperation and collaboration, ensuring that all members of the organisation work together towards common objectives.
Control and Capital: Power values,Control and Capital, underscore the significance of having authority over resources, decisions, and direction. In a balanced organisational context, this does not necessarily translate to autocracy. Instead, it involves strategic leadership where decision-making is clear, and resources are efficiently allocated. Managers who wield their power wisely can inspire respect and ensure that the organisation operates smoothly, navigating through challenges effectively.
Reputation: The value of reputation involves building and maintaining a positive image. In organisational context it can mean the self-image as well as the overall organisational image. This value can drive efforts to achieve excellence, ethical standards, and community engagement, contributing to a strong organisational identity and pride. A focus on reputation encourages employees and managers alike to uphold the highest standards in their work and interactions, enhancing the organisation’s standing both internally and in the wider community.
In essence, self-enhancement values when integrated thoughtfully into the workplace, can lead to a dynamic and high-achieving environment. These values guide the behaviour of managers and employees alike, shaping the way goals are set and achieved, how pleasure and well-being are integrated into work, and how power is exercised and balanced. Ultimately, these values contribute to a workplace where individuals are motivated to excel, take pride in their work, and enjoy their contributions to a larger purpose.
Self-transcendence
Self-Transcendence values are about going beyond one's own self-interest to support the well-being of others and the environment. These values shape a workplace culture that is inclusive, ethical, and community-oriented.
Here’s how these values manifest in a work setting:
Nature: Valuing nature involves a commitment to preserving the natural environment, which can translate into organisational practices that prioritise sustainability and environmental responsibility. This reflects a broader Universalism value, which emphasises the importance of treating all individuals and communities with respect and fairness, encouraging diversity, and fostering an inclusive workplace where every employee feels valued and heard.
Justice: Value of justice reflects in creating a workplace where equality, fairness, and protection are represented. It involves establishing transparent policies and practices that ensure everyone is treated fairly and equitably, from hiring and promotion to daily interactions. A justice-oriented culture encourages managers to advocate for fairness and equality, not just within the organisation but in the broader community and supply chain.
Tolerance: Emphasising tolerance in the workplace means fostering an environment where differences are not just tolerated but valued as a source of strength and innovation. This includes accepting and understanding diverse backgrounds, perspectives, and ideas, which enrich the organisational culture and contribute to more creative and effective problem-solving.
Loyalty: In the workplace it translates to reliability and trustworthiness, creating a stable and secure environment where employees feel confident in their roles and in their relationships with one another.
Kindness: In the workplace it is about actively contributing to the well-being of colleagues, ensuring a supportive and empathetic workplace where people are motivated to look out for each other.
Conservation
Conservation values focus on maintaining stability, tradition, and adherence to established norms and expectations. These values contribute to a workplace culture prioritising order, reliability, and societal security.
Here’s how these values manifest in a work setting:
Conformity: Valuing Conformity involves adhering to rules and norms that ensure smooth and predictable interactions within the organisation. This translates to employees enjoying following established procedures, respecting authority, and maintaining harmonious relationships in the workplace. Conformity helps in creating a structured environment where roles and expectations are clear, minimising conflicts and enhancing efficiency.
Rules: Valuing Rules means appreciating a consistent framework governing employee behavior and organisational processes. This includes clear policies, codes of conduct, and standardised procedures that everyone is expected to follow.
Tradition: Tradition values emphasise respect for cultural heritage, established practices, and long-standing organisational rituals. In a workplace setting, this can involve honoring company history, upholding legacy practices, and celebrating traditional events or milestones. By valuing tradition, organisations foster a sense of continuity and identity, which can strengthen employee loyalty and commitment.
Societal Security: The value of Societal Security is about creating a safe and stable environment, both within the organisation and in its interactions with the broader community. This involves implementing measures that protect employees' well-being, such as health and safety protocols, job security policies, and community engagement initiatives. A focus on societal security ensures that the organisation contributes positively to social stability and is seen as a reliable and responsible entity.
In summary, conservation values guide behavior toward creating an orderly, reliable, and secure workplace. These values encourage leaders to prioritise the stability and well-being of their employees, adhere to established norms and practices, and foster a sense of continuity and respect for tradition.
In summary, self-transcendence values guide behaviour towards creating a workplace that is not only productive but also nurturing and ethical. These values encourage leaders to prioritise the welfare of their employees, involve them in key decision-making processes, and establish genuine connections that enhance their well-being.
The role of Values in the workplace
In the workplace, understanding and respecting the universal human values can significantly impact hiring, team building, and organisational culture.
For hiring managers, this means looking beyond skills and experience to consider how a candidate's values align with the company's culture and goals. Values-based approach to hiring supports the development of a cohesive, motivated, and productive workforce.
For leaders and managers, acknowledging the power of values in influencing behaviour is crucial for effective team building, conflict resolution, and leadership strategies. Encouraging a workplace where values are openly discussed, understood, and aligned can lead to more motivated, committed, and cohesive teams. Ultimately, by embracing the significance of values in shaping behaviour, organisations can foster a work environment where both individuals and the company can thrive.
When team members share similar values, it fosters a stronger sense of unity and belonging. This can lead to improved communication and collaboration, as team members are more likely to be driven by similar motivations and understand each other's perspectives.
Aligning values helps in minimising conflicts. Disagreements may still occur, but they are less likely to escalate and are more easily resolved when there is a fundamental values-based understanding among team members.
If the team and/or candidate assessment reveals values that might not align with the rest of the organisation, it is recommended to address potential challenges during. Having some differences doesn't immediately suggest that the team couldn't work together, especially if both parties are aware of these differences. Discussing such situations can help prevent future conflicts.
Employees whose personal values align with their team and organisational values tend to be more motivated and engaged. They find more meaning in their work, contributing to higher levels of job satisfaction and productivity. Teams that share a common set of values are likely to find it easier to make decisions, as these values provide a consistent framework or lens through which options can be evaluated.
While core value alignment is important, diversity in how values are prioritised and expressed can enrich a team. Hiring managers should recognize the benefits of diverse perspectives and experiences that align under the umbrella of shared core values. Consider how a candidate's values might complement or disrupt the current team dynamics.
How should I use Values insights in a hiring situation?
Look beyond immediate needs to consider whether a candidate's values suggest they will remain a good fit as the organisation evolves. For example, if the organisation is going through directional changes, consider which values would support the change. Candidates whose values are in alignment with the anticipated direction of the team and organisation are more likely to be successful in the long run.
Use AssessioAI personality assessment to:
Understand the core values of the team, with which you would expect some alignment from the candidates.
If there are differences in values, discuss them during the interview to assess whether collaboration would be possible or uncomfortable.
Consider whether introducing different values would be necessary to help the organisation go through the desired change.
Post-hiring, use information about the candidates' values to create a motivating work culture.
Things to look out for:
Even though our values shape how we see the world, there is no right or wrong set of values. Keep that in mind and don't judge the candidate, even if it's hard to understand their set of values.
Not every value has to be aligned, and not every difference in values means people can't work together. Always use interviewing as the final method to evaluate a possible collaboration.