The Tale of Two Managers: A Value-Based Saga

Abstract

Human resource development managers are concerned about recruiting competent and value-based people in organizations. Values can be seen at the individual, organizational and corporate levels and also in a national context. Culture and society play an important part in shaping values and behavior. This paper relates the cases of two managers, born in different periods of time, having particular generational values, and consequently different dominant work values and personality traits. The interviews with stakeholders and other role holders also echo the same. Amongst a cross-section of employees, it is seen that some values are commonly found, whereas other values are unevenly distributed.  Personality attributes, as propounded by organizational experts - like Type A personality traits, proactive personality constructs, core self-evaluation risk-taking and high-flyer dimensions - are seen in varying degrees in the employees.  Again, there are issues like integrity, loyalty, and whistleblowing which are prevalent in a skewed manner. Organizational commitment is seen as responsible for bonding. Stories about the founder have kept the organizations surging forward. All these artifacts are seen suffused with values.