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Title: Values alignment in voluntary and community sector organizations
Author: Harding, Steven John
ISNI:       0000 0004 6058 0596
Awarding Body: Liverpool Hope University
Current Institution: Liverpool Hope University
Date of Award: 2015
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Introduction: - The study investigates values alignment process of leaders and employees and how alignment may support organizational development initiatives. The research has been carried out in two Voluntary and Community Sector (VCS) organizations in the North-West of the England. Literature: - The study identified an opportunity to research several domains within business management. Although, there have been informal associations between the various fields of leadership, organizational development and values, little research has specifically worked across the three domains, within the community and voluntary sector. Methodology: - The research took a Social Constructivism, philosophical perspective, which resulted in a Grounded Theory methodology being proposed. In order to meet the challenges of working with a Grounded Theory methodology, the research implemented a spiral approach as recommended by Berg (2007). This ensured a reflective approach to the research ideas and concepts, revisiting theory as it emerges from the data. Emerging Ideas and Concepts: - The study identified several organizational values processes, which supported operational values delivery and service development. This included Person Centred Organization, Organizational Alignment Model, which collectively merged into a Values Alignment Voluntary and Community Sector Service Model. The service model provided some theoretical ideas around alignment of values and organizational development. The collective ideas of the model resulted in the study proposing the Organizational Values Matrix, which incorporates values based themes and organizational areas which underpin or support values ideas within an organizational context. Discussion: - The discussion recognised the need for more humanistic perspectives in organizational development initiatives, which the current research indicates the models proposed do take into consideration. Furthermore, the research identified the human element missing from the previous values concepts proposed by literature which appear to take a ‘hard’ values approach, focused on the systems rather than one which recognise the staff and leader interrelationships on organizational values. Conclusion: - The study has proposed the Organizational Values Matrix as a framework which enables leaders to take a planned approach, appreciating the internal capacity of understanding values, linking various components within the organization whilst recognising the impact on actions and experiences. The study recognised the need for further research around the values interrelationships which take place within the models and framework proposed through the research.
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID:  DOI: Not available