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Evidence on the impact of organisational values and behaviours

Kate

I'm about to embark on a piece of work to define and embed values and behaviours across our charity of c. 300 people. Before I get started, I'd like to find some evidence of whether organisations that explicitly define and apply values and behaviours actually notice any difference. It could be via productivity measures, workforce engagement or satisfaction, attrition, etc. 

I understand that when executed badly, the impact can actually be negative. But assuming an organisation adopts good practice, what difference does it make then? 

Does anyone know of any recent research conducted in this area? Thanks.

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  • Hi Kate
    I have not considered any research in this area but what I can say from experience is that it does make a difference by creating a converged and aligned expectation of behaviours. It is a reinforced message to the workforce of the implicit rules of behaviour.
    The negative outcomes that you mention are not due to improper implementation but rather on a lack of trust in the leadership which actually weakens the intended impact of the communicated behaviours.
    Hope this helps to some extent.
    Cheers
    Reena
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  • Hi Kate
    I have not considered any research in this area but what I can say from experience is that it does make a difference by creating a converged and aligned expectation of behaviours. It is a reinforced message to the workforce of the implicit rules of behaviour.
    The negative outcomes that you mention are not due to improper implementation but rather on a lack of trust in the leadership which actually weakens the intended impact of the communicated behaviours.
    Hope this helps to some extent.
    Cheers
    Reena
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