Abstract

This chapter considers up-to-date literature on the relationship between values and occupational outcomes such as organisational commitment, belongingness and well-being. It explores to what extent work-value alignment is a meaningful goal. The literature illustrates that certain types of value orientations are consistent with positive workplace outcomes, such as stronger person-job fit, increased job satisfaction, organisational commitment and well-being (e.g. intrinsic work values). However, this relationship can be overshadowed by other organisational factors (e.g. work quality). Intriguingly, this chapter illustrates an inverse relationship between values of autonomy and self-direction and organisational commitment, raising interesting questions about the role of values in weakening loyalty towards the workplace. The role of additional factors, such as cultural context and leadership styles, are also considered. For instance, different value orientations may thrive or clash with different types of leadership. The chapter concludes with practical implications and considers psychological interventions grounded in ACT, which use values-based processes to enhance. employee well-being.