The Effect of Person Organization Value Congruence Regarding Organizational Opportunities for Personal Development on Work Engagement: Moderating Role of Organizational Tenure

Abstract

This study examines the effect of person-organization value congruence regarding opportunities for personal development provided by the organization on work engagement. A curvilinear relationship between value congruence regarding opportunities for personal development and work engagement was hypothesized, building on the job demands-resources, mediation of burnout and engagement, and attraction-selection-attrition models. It was also hypothesized that organizational tenure would moderate the curvilinear relationship between value congruence and work engagement. Data were collected from 204 white-collar employees. Both difference score-based polynomial regression analysis and response surface analysis results provided support for the curvilinear value congruence - work engagement relationship. Moreover, as expected, organizational tenure moderated this relationship: The effect of value congruence on work engagement was stronger for employees with shorter tenure compared to those with longer tenure. Findings not only highlight the importance of value congruence regarding opportunities for personal development in work engagement, but also the role of tenure in this relationship.