Motivation and emotion/Book/2026/Value congruence and motivation
How does alignment between personal and situational values influence motivation?
Overview
[edit | edit source]
 Figure 1. A student rushing to school (AI-Generated). Picture this: Your alarm rings at 8:30am, just in time to start school at 9:00. You roll out of bed, get dressed, brush your teeth, and grab a snack before heading out the door to leave for school. The walk is only 5 minutes away, and by this time, it is 8:50. With just 5 minutes to spare, you arrive at school and walk into class. You begin to chat with Jane, a fellow classmate and neighbour, who tells you that she arrived at school at 8:00am; well before you were even awake. You sit there while she talks about her morning, thinking “Why can I never make it to school as early as Jane does?”. You and Jane live next door to each other, are in the same grade, and attend the same classes. You are only ever on time when school finishes, leaving right as the final bell rings, while Jane often stays back after class. So, why is your daily routine so different from Jane’s?
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Values are at the forefront of many social and personal situations, acting as moral compasses guiding how we behave and interact with others. In this chapter, we look at how an alignment between personal and situational values can influence motivation throughout our day-to-day lives. The following dot points briefly explain the problem, why it is important, and outlines how psychological science can help;
- When personal and situational values are misaligned, this can create value incongruence.
- Value incongruence is important to generate autonomous, and controlled motivation.
- Consequences of value incongruence include burnout (e.g., job), lowered intrinsic motivation, and reduced engagement in daily tasks or activities.
- Motivational science purports several notable psychological theories as both solutions and explanations for why value congruence or incongruence occurs.
- Such theories include; Self-Determinism Theory (SDT), Self-Concordance Theory, Motivational Congruence Theory, Person-Organisation (P-O) Fit, and Amity Goal Orientation Theory.
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📍 Focus questions
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What are personal and situational values?
[edit | edit source]Introductory paragraph: Will discuss what values are and how they are relevant to human behaviour and motivation. Will then state that values can be differentiated into personal and situational values...
Understanding Personal Values
[edit | edit source]- Schwartz (2012):
- Theoretical underpinnings for understanding personal values, defining them as beliefs about desirable goals that influence people's decision-making and behaviour.
- Introduces different types of values, including self-direction, security, benevolence, and achievement.
- *Authors note: Will fill out a table with definitions of different value types below*
- Ryan & Deci (2018):
- Discusses how personally held values relate to self-endorsed behaviour and autonomous motivation.
- Explain why pursuing something deemed 'meaningful' and reflecting one's own values can feel more enriching.
| Schwartz (2012) proposes 10 basic personal values: | |
|---|---|
| 1. Self-Direction | ... |
| 2. Stimulation | ... |
| 3. Hedonism | ... |
| 4. Achievement | ... |
| 5. Power | ... |
| 6. Security | ... |
| 7. Conformity | ... |
| 8. Tradition | ... |
| 9. Benevolence | ... |
| 10. Universalism | ... |
Understanding Situational Values
[edit | edit source]- van Vianen (2018):
- Discusses person-environment fit, conveying an understanding of how characteristics of an environment can be compatible or incompatible with individuals characteristics and values.
- Often applied in organisational contexts - this will be discussed further in detail below.
- Conceptualises situational values as values communicated, encouraged, or prioritised within an individual's environment.
- Kristof (1996):
- A seminal article viewing organisational values as part of the environment in which people operate.
- States that compatibility may occur when an individual and organisation share similar core characteristics or values.
Values and Goal Pursuit
[edit | edit source]- Schartwz (2012):
- Describes values as guiding principles that influence goal selection and behaviour - specifically the behaviour related to pursuing goals.
- Argues that goals are more likely to be pursued when they align with personal values.
- Ryan & Deci (2018):
- States that goals and behaviours may be pursued for different reasons, with a focus on autonomous motivation - when behaviour is personally endorsed and consistent with values.
- Bridges the gap between what people value, what goals they pursue, and why they pursue them.
How do personal and situational values become aligned?
[edit | edit source]Introductory paragraph: Will discuss the fundamentals of how personal and situational values become aligned. Will introduce motivation theories...
Understanding Value Congruence
[edit | edit source]- Kristof (1996):
- Provides a basis for understanding value congruence, particularly that when 'fit' occurs when individuals and organisations share compatible values.
- Congruence is discussed as a 'match' between individual values and environmental values/provisions.
- van Vianen (2018):
- Expands on Kristof's (1996) discussion of value congruence, adding that compatibility may occur across multiple contexts rather than being limited to organisations.
- Continues discussion on value congruence through person-environment fit; compatibility occurring between individuals and different aspects of their environment (i.e., some aspects may compatible, some may not be).
Understanding Value Incongruence
[edit | edit source]- Bao et al. (2013):
- Study providing empirical evidence of value incongruence and its relationship with individual and organisational wellbeing among Catalan nurses.
- An applied example/case study of what happens when individual personal values differ from situational values encouraged in their workplace.
- Hossli et al. (2025):
- Discusses personal-work value incongruence, proposing that a mismatch between personal and work (i.e., environmental) values produced poorer job-related outcomes.
- Demonstrates that incongruence is far more than having different values, it considers degree of mismatch and extends to consequences for employees.
Person-Organisation Fit
[edit | edit source]- Kristof (1996):
- A key seminal source (briefly mentioned in above sections) for person-organisation fit.
- Compatibility between individuals and organisations can occurs through value similarity - a core concept for understanding person-organisation value congruence.
- Kristof-Brown et al. (2005):
- Later works of Kristof (1996), a meta-analytic study concerning person-organisation fit, person-job fit, person-group fit, and person-supervisor fit.
- Demonstrates that fit it not as simple as employee-organisation, it extends to various people and aspects of that organisation/environment.
- Emphasises the importance of value congruence for employee/individual outcomes.
- See Figure 2 for a visual representation of the person-organisation fit scale.
How does value congruence influence motivation?
[edit | edit source]Introductory paragraph: Explains that value congruence can influence motivation - people more likely to invest in goals/activity's that are personally meaningful. Will then use theories to substantiate why this occurs.
Self-Determination Theory
[edit | edit source]- Ryan & Deci (2018):
- The self-determination theory (SDT) explains that motivation is more autonomous when behaviour is experienced through self-endorsed and consistent values.
- Thus, value congruence supports motivation by allowing individuals to experience their goals/actions as personally meaningful rather then forced upon externally.
- Li et al. (2015):
- Empirical support for the relationship between value congruence and work engagement - based on autonomous and controlled motivation.
- Connects the principles of SDT to actual workplace motivation - important for applying value congruence in workplace contexts.
Self-Concordance Theory
[edit | edit source]- Ryan & Deci (2018):
- Supports the idea that goals are more motivating when consistent with individual interests and values.
- Explains why value-aligned goals are more likely to be pursued enthusiastically and continuously.
- Rawolle et al. (2016):
- Examines motive incongruence and its relationship with intrinsic motivation.
- Explains what may happen when the motives underlying an individuals behaviour are misaligned with what they want or value in actuality.
Motivational Congruence Theory
[edit | edit source]- Rawolle et al. (2016):
- Directly examines motive incongruence as well as its relationship with intrinsic motivation and burnout.
- Explains why discrepancies between what people actually want or motivate themselves towards with what they actually do - these behaviours may undermine motivation.
- Hossli et al. (2025):
- Shows how value incongruence may affect outcomes through multiple psychological processes.
- Demonstrates the complexity of how incongruence translates into reduced positive work outcomes.
Amity Goal Orientation Theory
[edit | edit source]- Schwartz (2012):
- While Schwartz (2012) does not directly test the amity goal orientation theory, it lays the groundwork for this theory in terms of value types (e.g., benevolence, self-directed etc.).
- Levontin & Bardi (2019):
- Proposes that values can be used to understand the motivational basis of amity goal orientation; a prosocial goal orientation within achievement situations.
- Employs Schwartz's (2012) theory of basic values in a small-scale meta-analysis, findings that the prosocial value of benevolence is positively related to amity goal orientation.
- Power values were found as positively related to performance approach goal orientation, while self-direction values are positively tied to mastery goal orientation, and security values are positively linked to performance-avoidance goal orientation.
When can value congruence strengthen or weaken motivation?
[edit | edit source]Introductory paragraph: Builds on theoretical mechanisms and discusses value congruence as a complex phenomenon --> not automatically beneficial in every situation.
When Value Alignment Strengthens Motivation
[edit | edit source]- Li et al. (2015):
- Show that value congruence is positively associated with work engagement, partly through autonomous motivation.
- Argue that alignment is particularly motivating when individuals engage in activities for reasons that they personally endorse.
- Wang et al. (2018):
- Discuss the operation of value congruence in a transformational leadership and employee behaviour context.
- Explains that alignment may strengthen motivation when organisational/leadership values are communicated in ways employees identify with.
- Lee et al. (2025):
- Emphasises the importance of leader-follower value congruence - alignment is particularly motivating when employees experience value compatibility with influential people/people in power (e.g., supervisors).
When Value Incongruence Undermines Motivation
[edit | edit source]- Rawolle et al. (2016):
- Demonstrates how motive incongruence is linked to burnout, with intrinsic motivation playing a mediating role.
- Supports the claim that persistent discrepancies between personal values and pursued goals can undermine motivation and wellbeing.
- Hossli et al. (2025):
- Examines the effects of personal-work value incongruence on job satisfaction and engagement.
- Demonstrates how misalignment can produce negative outcomes when individuals cannot reconcile their personal values with their work environment.
- Bao et al. (2013):
- Discusses the consequences of value misalignment in an applied example (i.e., workplace context).
Individual Differences in Values and Motivation
[edit | edit source]- Schwartz (2012):
- Individuals differ in the importance they assign to different values.
- Provides an important explanation for why individuals in the same environment may be highly motived and others may be less motivated.
- Ryan & Deci (2018):
- Describes individuals differences in regard to the extent people experience motivation as autonomous versus controlled.
- Argues that value congruence will not affect everyone in the same way - this describes the inherent nature of individual differences.
- Kristof-Brown et al. (2005):
- Different types of 'fit' have different relationships with workplace outcomes, which supports the idea that congruence effects depend on which specific aspect of the environment is being evaluated.
- *Authors note: Will use an example Borderline Personality Disorder (BPD) in regard to individual differences.*
How can understanding value congruence help support motivation?
[edit | edit source]Introductory paragraph: Moves away from theory and research into application. Explains why understanding the relationship between values and motivation is beneficial (e.g., for organisations, goal pursuit). How organisations can support sustained motivation.
Supporting Value-Aligned Motivation
[edit | edit source]- Ryan & Deci (2018):
- A strong theoretical basis for supporting motivation through autonomy, competence, and relatedness.
- Environments can support motivation by allowing people to understand and personally endorse the purpose behind behaviour.
- Li et al. (2015):
- Value congruence can support work engagement and autonomous motivation.
- Value-aligned motivation can be supported by designing roles and goals that allow individuals to connect with their work in a personal and meaningful way.
- Rawolle et al. (2016):
- Discusses the potential consequences of motive incongruence (e.g., burnout).
- By reducing discrepancies between employee's motives and their work, this can safeguard motivation and support wellbeing.
Organisational Value Congruence
[edit | edit source]- Kristof (1996):
- Theoretical underpinnings for person-organisation fit to understand and support individuals (e.g., employees) in a workplace setting.
- Value compatibility should be considered in organisations during the recruitment process, selection process, and throughout job design.
- Kristof-Brown et al. (2005):
- Empirical evidence through a meta-analysis, which supports the importance of different 'fit' forms.
- Encourages organisations to consider compatibility through organisational values but also through jobs, teams, and supervisors.
- Lee et al. (2025):
- Emphasises how leader-follower value congruence is important in sustaining workplace dynamics and relationships.
- Managers can support motivation through developing stronger connections between employee values and leader values.
- Wang et al. (2018):
- Leadership can connect organisational values with employee behaviour.
- Discusses how leaders can model and reinforce shared values to encourage motivated behaviour.
Education and Everyday Life Value Congruence
[edit | edit source]- Ryan & Deci (2018):
- Applies value congruence beyond workplaces, especially in regard to autonomous motivation and meaningful, personal goals.
- Education example: activities that align with student values/goals may motivate students to learn more effectively and productively.
- Schwartz (2012):
- Individual differences can explain why different students or individuals may respond in different ways to the same situation - they prioritise different values.
- Applied in both educational and everyday decision-making - considers how goals/tasks may reflect personal values.
- van Vianen (2018):
- The person-environment fit framework can be applied outside organisational contexts to best understand how individuals react and interact with different environments.
- Can argue that motivation is supported when environments (e.g., schools, social groups, everyday settings) align with individual characteristics/values.
Learning features
[edit | edit source]Activity 1 - Motivation
[edit | edit source]Watch the linked youtube video before beginning Activity 1: https://www.youtube.com/watch?v=rrkrvAUbU9Y
| The Candle Scenario
- a candle - a box of thumbtacks - some matches - a wall - a table Answer the following multiple choice questions based on this scenario. |
Activity 2 - Value Congruence
[edit | edit source]The following scenario and subsequent quiz are designed to test the reader's understanding of value congruence and motivation in everyday life settings.
*Authors Note: Will insert scenario and quiz for activity 2 at a later stage once chapter is more developed.*
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Scenario 2:
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Conclusion
[edit | edit source]- The conclusion will bring the attention back to the scenario described in the overview, however, it will answer the fundamental question of why yourself (in the scenario) and Jane experience such differences in motivation.
- Will review each of the focus questions and present a finalised answer based on the chapter content.
- Will summarise how value congruence is related to motivation through theory and empirical evidence.
- The Conclusion is arguably the most important section
- Draft clear take-home message(s), even at the topic development stage
- Together, the Overview and Conclusion should summarise the problem, its significance, and how psychological science contributes to understanding and addressing it
- Recommended length: 150 to 330 words
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See also
[edit | edit source]- Motivation (Wikipedia)
- Theory of basic human values (Book chapter, 2025)
- Values (ethics) (Wikipedia)
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References
[edit | edit source]Hoffman, B. J., & Woehr, D. J. (2006). A quantitative review of the relationship between person–organization fit and behavioral outcomes. Journal of Vocational Behavior, 68(3), 389–399. https://doi.org/10.1016/j.jvb.2005.08.003
Hossli, N., Natter, M., & Algesheimer, R. (2025). On the importance of congruence between personal and work values – How value incongruence affects job satisfaction: A multiple mediation model. International Journal of Wellbeing, 14(3), 1–18. https://doi.org/10.5502/ijw.v14i3.2905
Kristof, A. L. (1996). Person-organization fit: An integrative review of its conceptualizations, measurement, and implications. Personnel Psychology, 49(1), 1–49. https://doi.org/10.1111/j.1744-6570.1996.tb01790.x
Kristof-Brown, A. L., Zimmerman, R. D., & Johnson, E. C. (2005). Consequences of individuals fit at work: A meta-analysis of person-job, person-organization, person-group, and person-supervisor fit. Personnel Psychology, 58(2), 281–342. https://doi.org/10.1111/j.1744-6570.2005.00672.x
Lee, A., Newman, A., Maio, G. R., Piplani, R. S., & Harvey, W. S. (2025). Leader-follower value congruence: A systematic review of the literature and a future research agenda. The Leadership Quarterly, 36(6), Article 101922. https://doi.org/10.1016/j.leaqua.2025.101922
Levontin, L., & Bardi, A. (2019). Using personal values to understand the motivational basis of amity goal orientation. Frontiers in Psychology, 9, 2736. https://doi.org/10.3389/fpsyg.2018.02736
Li, M., Wang, Z., You, X., & Gao, J. (2015). Value congruence and teachers’ work engagement: The mediating role of autonomous and controlled motivation. Personality and Individual Differences, 80, 113–118. https://doi.org/10.1016/j.paid.2015.02.021
Rawolle, M., Wallis, M. S. v, Badham, R., & Kehr, H. M. (2016). No fit, no fun: The effect of motive incongruence on job burnout and the mediating role of intrinsic motivation. Personality and Individual Differences, 89, 65–68. https://doi.org/10.1016/j.paid.2015.09.030
Ryan, R. M., & Deci, E. L. (2018). Self-determination theory: Basic psychological needs in motivation, development, and wellness. The Guildford Press.
Schwartz, S. H. (2012). An overview of the Schwartz theory of basic values. Online Readings in Psychology and Culture, 2(1). https://doi.org/10.9707/2307-0919.1116
van Vianen, A. E. (2018). Person–environment fit: A review of its basic tenets. Annual Review of Organizational Psychology and Organizational Behavior, 5(5), 75-101. https://doi.org/10.1146/annurev-orgpsych-032117-104702
Wang, X., Zhou, K., & Liu, W. (2018). Value Congruence: A Study of Green Transformational Leadership and Employee Green Behavior. Frontiers in Psychology, 9, 1946. https://doi.org/10.3389/fpsyg.2018.01946
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External links
[edit | edit source]- The motivation hub - (Mel Robbins Podcast)
- Understanding motivation and emotion - (Reeve, 2024)
- Value congruence TED talk - (DiPasquale, 2019)
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