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003			OSt
005			20190527151356.0
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100	1		_aPAARLBERG, Laurie E _933538
245	1	0	_aValues management : _baligning employee values and organization goals
260			_aThousand Oaks, CA : _bSage Publications, _cDecember 2007
520	3		_aThis article explores the process by which formal management systems foster the creation of shared organization values, addressing the basic question: Can workplace values be "managed?" Drawing upon interviews conducted at a Department of Defense installation with civilian employees and managers over a 5-year period, we use comparative case analysis to explore differences in the relationships between installation practices and social values across high-performing and low-performing work units. Our findings suggest that strategic values are motivating to employees to the extent that they reflect employees' internal affective, normative, and task-oriented values, a zone of existing values. Although values management is a social process that results from routine interactions, formal management systems provide opportunities to enhance the social interactions that are motivating to employees. Middle managers play key roles in using formal management systems to integrate the organization's strategic practices with values that derive from employees' societal, cultural, and religious experiences
700	1		_aPERRY, James L _916679
773	0	8	_tThe American Review of Public Administration _g37, 4, p. 387-408 _dThousand Oaks, CA : Sage Publications, December 2007 _xISSN 02750740 _w
942			_cS
998			_a20080128 _b1535^b _cTiago
998			_a20081111 _b1503^b _cZailton
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c25566 _d25566
041			_aeng