Work values

work values can be dened as generalized beliefs about the

desirability of certain attributes of work (e.g., pay, autonomy,
working conditions), and work-related outcomes (e.g.,
accomplishment, fullement, prestige).
There are strong links between commitment based on
internalization and identication and prosocial behaviors. critical
voluntary behaviors that are not specied by job descriptions are
largely a function of identication and internalization rather than
instrumental involvement.
When rms have well-developed recruitment and orientation
procedures and well-dened organizational value systems,
respondents manifest higher levels of normative commitment to
the organization (Caldwell, 1990)
The basis for one's psychological attachment to an organization
may be predicated on three independent foundations: (a)
compliance or instrumental involvement for specic, extrinsic
rewards; (b) identication or involvement based on a desire for
affiliation; and (c) internalization or involvement predicated on
congruence between individual and organizational values. These
differences may represent separate dimensions of commitment
OReilly & Chatman (1986)
Contrary to popular stereotypes, public servants were more likely
than private-sector workers to say, I make a point of doing the
best work I can, even if it sometimes does interfere with the rest
of my life
Norman Baldwin asked, Are we really lazy? in 1984, he found no
difference between public and private managers motivation
levels.
Commitment:-

In the past, the organizational commitment has been the topic of

interest for management researchers (Mowday, Porter, & Steers,
1982; Salancik, 1977; Staw, & Ross, 1978; Crampon, & Smith,
1976
Unfortunately, as Morrow (1983, p. 486) has pointed out, "the
growth in commitment related concepts has not been
accompanied by a careful segmentation of commitment's
theoretical domain in terms of intended meaning of each concept
or the concepts' relationships among each other." According to
her, there are over 25 commitment measures and concepts.
"In the case of public and parapublic organizations, which
promote values related to public service and the greater good of
society, it is particularly imperative that employees have high
levels of commitment to these values if organizations are to fulll
their purposes", Lyons, Duxbury,& Higgins,(2006)

Reference
Caldwell, D. F. Chatman, J. A. & OReilly, C. A. Building
organizational commitment: A multi-rm study. Journal of
Occupational Psychology (1990). 63, 245-261
OReilly, C. A. & Chatman, J. A. (1986). Organizational commitment
and psychological attachment: The effects of compliance,
identication, and internalization on prosocial behavior. Journal of
Applied psychology, 71, 492-499.
Frank, Sue A. and Gregory, B. Lewis. 2004. Government
Employees: Working Hard or Hardly working? A Comparison of
Values and Commitment.American Review of Public
Administration 34(1):3651.

Lyons, S. T. Duxbury, L. E. & Higgins, C. A (2006). A Comparison

of the Values and Commitment of Private Sector, Public Sector,
and Para public Sector Employees.Public administration review.
Baldwin, J. N. (1984). Are we really lazy? Review of Public
Personnel Administration, 4(2), 80-89.
Caldwell, D. F. Chatman, J. A. & OReilly, C. A. Building
organizational commitment: A multi-rm study. Journal of
Occupational Psychology (1990). 63, 245-261
Mowday, R., Porter, L., & Steers, R. (1982). Organizational
linkages: The psychology of commitment, absenteeism, and
turnover. New York: Academic Press
(http://home.earthlink.net/~jmarshal/introduction.htm).
Staw, B. M., & Ross, J. (1978). Commitment to a policy decision: A
multitheoretical perspective. Administrative Science Quarterly,
23, 40-64
Salancik, G. (1977). Commitment and the control of organizational
behavior and belief. In B. Staw & G. Salancik (Eds.), New
directions in organizational behavior (pp. 1-54). Chicago: St. Clair
Morrow, P. (1983). Concept redundancy in organizational research:
The case of work commitment. Academy of Management Review,
8, 486-500.