Are We All The Same? Unpacking Value Profiles And Their Validity Through A Person-Centered Lens

Abstract

For several decades, research has shown that values shape key employee attitudes and behaviors. Though dominant in values research, variable-centered approaches analyze values independently, overlooking their inherently interdependent nature. In contrast, person-centered approaches provide a more holistic perspective, uncovering subgroups of individuals who share distinct configurations of values. To understand how values co-occur within individuals, the dissertation applied Latent Profile Analysis (LPA) to identify distinct work value profiles using the Motives, Values, Preferences Inventory (MVPI). Using Hogan Validation Archive data consisting of 4,710 employees nested within 34 companies, Study 1 uses a non-parametric multilevel latent profile analysis to first identify three distinct individual value profiles – Transactional Achievers, who were status- and commerce-driven; Expansive Achievers, who were broadly motivated; and Socially Grounded profiles, who were prosocial and tradition-oriented. These profiles differed meaningfully in shape and motivational orientations rather than merely in overall level. Study 1 then extended the analysis to the organizational level, revealing two company profiles – Socially-Dominant, characterized by a prosocial and tradition-oriented workforce, and Achievement-Dominant organizations, characterized by a power-, commerce- and science-driven workforce. Study 1 further validated individual value profiles by examining predictors (gender and job family), criterion-related validity (job performance), and incremental validity over individual values. Profiles were differentially associated with gender only and neither profile significantly predicted performance beyond individual values. Using two MTurk datasets of 426 employees provided by Hogan Assessment Systems, Study 2 provides partial evidence for the replicability of value profiles and tested work engagement as a mediator linking value profiles to performance. Study 2 also yielded three distinct profiles – Security-Focused employees, who were stability- and security-oriented; Prosocial Thinkers, who were intrinsically and socially oriented; and Broadly Motivated employees, who were motivated across multiple values. The Broadly Motivated profile was substantially similar to the Expansive Achievers profile with minute differences, while the remaining profiles differed meaningfully across samples. Additionally, engagement significantly mediated the relationship between profile membership and task performance, with the Broadly Motivated profile demonstrating higher engagement, and in turn, better performance relative to the other two profiles. Notably, the current research underscores the importance of using context-specific, work-domain instruments to identify the subgroups of individuals in the workforce. Limitations and implications are discussed.