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DOI: 10.15240/ ul/001/2015-1-006
THE INFLUENCE
OF ORGANIZATIONAL VALUES
ON COMPETENCIES OF MANAGERS
Mi ja Go enak, Ma ko Fe jan
In oduc ion
Unde s anding he meaning o o ganiza ional
alues and hei infl uence on employee
pe o mance is becoming mo e and mo e
impo an . Se e al psychologis s [51], [53], [30],
ha e been esea ching alues o decades, bo h
a indi idual and a o ganiza ional le el. The e
is also a iew [35] o o ganiza ional alues ha
a gues ha jus as any human communi y has
i s own alue sys em he same is ue o any
o ganiza ion. Taking ha in o accoun , we a e
acing a dilemma, whe he [16] o ganiza ional
alues a e some hing ha eme ges om an
o ganiza ion o a e hey simply ans e ed om
an indi idual le el o he o ganiza ional le el by
i s employees. I is e y likely ha o ganiza ional
alues de elop h ough a mix u e [16] o bo h.
Thus, a he beginning o ganiza ional alues
esemble pe sonal alues o he ounde o
ounde s o an o ganiza ion. Howe e , as he
o ganiza ion g ows, i s alues al e in ha hey
inco po a e new expe iences ha b ing abou
new alues, hus making an en i ely new se o
o ganiza ional alues ha a e specifi c o ha
e y o ganiza ion.
O ganiza ional alues a e a pa o
o ganiza ional cul u e [52] and ep esen [51]
ela i ely pe manen , mo i a ional, emo ionally
posi i e ca ego ies, o which people belie e
ha hey a e wo h aspi ing o (lo e, peace,
iendship, heal h, e c.). Th ough alues we can
also see (li e ime) goals, which efl ec cul u al
o spi i ual de elopmen o an indi idual o an
o ganiza ion. Boya zis is ega ded as one o he
ounde s o mode n defi ni ions o compe encies
and a gues ha [9] alues a e he basis o
he defi ni ion o compe encies. The e a e
many o he defi ni ions o compe encies [45],
[56], [13], [23], [46], [7] in which he ollowing
is emphasized: pe sonal cha ac e is ics,
knowledge, abili ies, mo i a ion, sel -image and
alues. Abo e-men ioned au ho s ag ee ha
compe encies de elop h ough ime based on
expe iences people ge by pe o ming a ious
jobs.
The concep o co ela ion o o ganiza ional
alues wi h compe encies is based upon
a co ela ion ha is al eady es ablished wi hin
o ganiza ional cul u e, o which we know ha
o ganiza ional alues a e a pa o . I a ac s
people wi h simila alues, belie s, knowledge,
skills and abili ies. In o he wo ds, ce ain
compe encies ha e an indi ec infl uence on
he de elopmen o o ganiza ional cul u e.
The mo i a ion o his esea ch e ol ed o m
discussion [39] in which ied o answe he
ques ion o how o link and explo e o ganiza ional
alues wi h manage s’ compe encies. I was
sugges ed [39] ha he bes way o link and
explo e his is a he p ocess le el whe e we
can compa e p ocesses wi hin an o ganiza ion
and in ol emen as well as coope a ion o
manage s wi hin hose same p ocesses. This
kind o esea ch has some limi a ions, such
as a limi ed numbe o p ocesses ha can be
in es iga ed, which is why we ha e decided
o conduc a c oss-sec ional esea ch, as i
enables us o in es iga e a much bigge sample.
1. Theo e ical Backg ound
1.1 Values
Values a e belie s upon which indi iduals
pe o m hei asks [3] on he basis o hei
p e e ences. On he o he hand, alues
a e ela i ely pe manen [21] pe cep ional
ames ha shape and infl uence he na u e o
indi iduals’ beha io . Much wo k in he a ea
o alues was also done by Rokeach [50]
who defi ned alues as “ ypes o belie s, ha
a e cen ally loca ed in indi iduals sys em o
belie s and hey ep esen indi idual’s a i udes
owa ds how someone should o should no
beha e.” Ex ensi e esea ch on alues [54]
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68 2015, XVIII, 1
Ekonomika a managemen
has made a defi ni ion o alues om he social-
psychological pe spec i e saying ha “ alues a e:
 belie s o concep ualiza ions,
 abou wan ed end s a es o beha io s,
 ha exceed specifi c si ua ions,
 di ec he e alua ion o beha io , and
 a ed ega ding he ela i e impo ance.”
Wi h his defi ni ion we ha e, o some ex en ,
mo ed away om, a ha poin , well-es ablished
model p oposed be o e [51].
1.2 O ganiza ional Values
When discussing he p oblem o defi ning
o ganiza ional alues i was [48] concluded ha
o ganiza ional alues e ol e om o ganiza ional
cul u e; hey belie e ha his is gene ally he
philosophy which an o ganiza ion ollows.
O ganiza ional alues [55] a e w i en wi hin
o ganiza ional cul u e, gi en ha o ganiza ional
cul u e defi nes expec a ions ega ding beha io ,
modes o conduc , modes o decision-making
and communica ion s yles. Fu he i is s essed
ha he impo ance o a b oade discussion
ega ding o ganiza ional alues is impo an
since his is he only way owa ds an ag eemen
on he defi ni ion o alues.
Va ious au ho s [47], [16], [14] ha e been
discussing he co ela ion be ween o ganiza ional
alues and long- e m pe o mance o
o ganiza ions, his co ela ion is p o en on se e al
p ac ice cases. I has also been de e mined ha
o ganiza ions wi h clea ly s a ed o ganiza ional
alues, which a e in e nalized by employees,
each signifi can ly highe pe o mance esul s
compa ed o alues which a e less clea ly
s a ed o no s a ed a all [16]. On he o he
hand he e ha e been wa nings abou po en ial
haza ds young o ganiza ions a e aced wi h,
especially ega ding o ganiza ional alues
[20], ha when an o ganiza ion is young and
g owing miss defi ned o ganiza ional alues can
hinde i s g ow h and po en ially endange i s
de elopmen .
1.3 Fi o Values
When discussing how o ganiza ional alues fi
pe sonal alues, we can iden i y ou p ominen
heo ies ha we e de eloped h ough ime.
In he fi eld o in e ac ional heo y, [40] we
can see p oposi ion o a fi be ween pe sonal
alues and en i onmen al alues (pe sonali y-
en i onmen fi heo y). Fo he pu pose o his
a icle we will ocus on wo heo ies: a heo y
ha ocused on fi be ween a pe son and a job
(pe sonali y-job fi heo y) [31], and heo y [34]
which ocused on a fi be ween a pe son and
an o ganiza ion (pe sonali y-o ganiza ional fi ).
The emaining wo heo ies a e heo y [32]
o fi be ween a pe son and one’s oca ion
(pe sonal- oca ional fi ) and a heo y [29],
[26] which discusses he fi be ween a pe son
and a g oup (pe sonali y-g oup fi ). Resea ch
[49] also ound ou ha he highe le el o fi
be ween o ganiza ional and pe sonal alues is
clea ly shown in indi iduals’ posi i e app oach
o wo k as employees a e mo e sa isfi ed when
hey a e pe o ming hei asks.
1.4 Compe encies
Boya zis conside ed by many o be a pionee
in he fi eld o compe encies, has done an
ex ensi e esea ch among manage s in he
USA, iden i ying ac o s ha infl uence hei
success [9]. The s udy ocused on manage ial
compe encies. Findings [9] e ealed ha
compe encies a e a mix u e o indi iduals’
mo i es, abili ies, sel -image, social ole
and knowledge ha a pe son uses in social
in e ac ions. On he o he hand, we can see
defi ni ion o compe encies [42] in a di e en ly as
knowledge, ha one had gained. As such hey
a e infl uenced by mo i es, abili ies, sel -image,
social ole and knowledge ha one uses in
social in e ac ions [9]. The e a e o he au ho s
[4], [8] who iew compe encies as indi iduals’
beha io s in a ce ain si ua ion. In his espec ,
hey unde s and knowledge as some hing ha
is indi idually lea ned; hey p opose beha io s
o be he efl ec ion o compe encies. Ye ano he
defi ni ion o compe encies was p oposed [37]
ha somewha inco po a es a ious o he
defi ni ions o compe encies, by saying ha
he unde s ands indi iduals compe encies as:
“ac i a ion, implemen a ion and cohesion o all
he knowledge’s, abili ies, mo i es, sel image
and alues ha enables he indi idual o pe o m
asks and sol e p oblems in complex, a ious
and unexpec ed si ua ions ha ace him”.
Mo eo e , ano he in e es ing defi ni ion
was p oposed [46] ha “compe encies a e
appliance and co ela ion o knowledge, abili ies,
mo i es, sel image and alues ha shape
indi iduals compe encies”. Some ha e iden ifi ed
compe encies as [28], [7] pe sonal cha ac e is ics
ha ha e e ol ed h ough he educa ional p ocess
and we e u he shaped by wo k in o ganiza ion;
he e o e, au ho s do no jus ake in o accoun he
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Business Adminis a ion and Managemen
educa ional p ocess bu also he wo k expe ience;
howe e , we can also see addi ion o he social
en i onmen [41], [10], in he so called p ima y
socializa ion pe iod.
1.5 The In l uence be ween
O ganiza ional Values and
Compe encies o Manage s
The concep o linking o ganiza ional alues o
compe encies was linked wi h o ganiza ional
cul u e, as o ganiza ional alues a e a pa o
i and as such hey a ac people wi h simila
alue p inciples and knowledge, skills and
abili ies. In o he wo ds, ce ain compe encies
infl uence how o ganiza ional cul u e is
c ea ed. The e o e, his indica es ha he e is
a co ela ion be ween o ganiza ional alues
and compe encies ha is wo h esea ching.
This, howe e , does no mean ha his a ea
has no ye been esea ched. Fo example,
he p ocess examined le el whe e we can
compa e p ocesses wi hin an o ganiza ion and
in ol emen as well as manage s’ coope a ion
wi hin hose same p ocesses [39]. Al hough
his esea ch yielded some esul s, we belie e
ha he e y decision o esea ch he p ocess
le el has infl uenced he esul s, showing less
co ela ion han he e ac ually is. We can also
see in es iga ion o he co ela ion be ween
manage s’ alues and o ganiza ional cul u e
[5]; fi ndings which e e o manage s’ alues
a e s ill ele an oday and ha e infl uenced
he de elopmen o o ganiza ional cul u e. The
s udies discussed abo e a e in line wi h ou
ini ial assump ion ha he e is a co ela ion
be ween o ganiza ional alues and manage s’
compe encies, hus making his opic
pa icula ly in e es ing o esea ch.
2. Resea ch Model
Ha ing closely s udied a ious scien ifi c and
p o essional li e a u e (s udies and heo ies on
o ganiza ional alues and compe encies) we
ha e de e mined ha he e is no model ha
could be applied o ou da a. This encou aged
us o de elop and p opose ou own model,
hough we knew ha his also b ings abou
some limi a ions:
 Fi s , we decided o analyze o ganiza ional
alues o nume ous o ganiza ions; we no ed
how many imes a ce ain o ganiza ional
alue shows up and concluded ha he
ollowing six o ganiza ional alues mos
equen ly occu in o ganiza ions om
he a el and leisu e indus y: quali y,
inno a ion, esponsibili y, e hics, cus ome s
and employees.
 Second, each o ganiza ional alue was
ma ched up wi h a compe ency ha is in line
wi h he meaning o ha alue. Based on
his, six o ganiza ional alues and ma ching
compe encies we e iden ifi ed. Fu he mo e,
indica o s we e iden ifi ed ha ep esen
each o ganiza ional alue o compe ence
ha was es ed be o e. We adap ed hose
indica o s o ou model, shown in Figu e 1.
Fig. 1: Resea ch model
Sou ce: [24]
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70 2015, XVIII, 1
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The le column o he model ea u es
indica o s ha ha e been p e iously o med
[44]. Quali y hus e e s o he quali y o wo k
and li e, whe eas inno a ion e e s o ques
o quali y and acili a ion o quali y. The alue
esponsibili y e e s o esponsible use o
esou ces and esponsible beha io . Simila ly,
he alue e hics e e s o e hical beha io and
e hical s anda ds. The alue cus ome s e e o
knowledge ha cos ume s a e he ocal poin o
e e y o ganiza ion. Las bu no leas , he alue
employees e e o knowledge ha employees
a e a powe ul sou ce o he company.
The igh hand side p esen s compe encies
wi h indica o s. They we e adap ed om he
compe ency p ofi le published by he Cen e
o Republic o Slo enia o Voca ional T aining
(he e on CVT). Fo he pu pose o his esea ch
a compe ency model de eloped by CVT o he
p o ession o ho el manage s was used [15].
This s anda d includes 114 wo k asks and o
each compe ence ha we ha e in ou model
we selec ed 8 asks, which efl ec a ce ain
compe ency.
Indica o s o alues ha e al eady been
es ed [44]. Howe e , he indica o s o
compe encies s ill needed o be es ed. Fo
his eason a pilo esea ch was conduc ed ha
confi med he alidi y o selec ed indica o s.
Ne e heless, mino changes we e unde aken
be o e he su ey, p esen ed in his s udy, was
conduc ed.
3. Me hodology
3.1 Resea ch Ques ion and
Hypo hesis
The aim o he esea ch was o es he alidi y
o he model shown in Figu e 1. To his end, ou
esea ch ques ion is: Is he e a s a is ically
signifi can infl uence o o ganiza ional
alues on ma ching compe encies?
In o de o answe his esea ch ques ion
he ollowing esea ch hypo hesis was se up:
H: The o ganiza ional alues s a is ically
signifi can ly infl uence compe encies o manage s.
3.2 Ins umen
The co ela ion was es ed using
a ques ionnai e wi h a pape -and-pencil su ey.
The whole popula ion o he sec o ( a el and
leisu e) ep esen s 9,117 people. We ha e
been gi en consen om se e al o ganiza ions
wi hin he sec o ha employs 2,762 people.
1,100 ques ionnai es we e dis ibu ed. The
sampling wi hin o ganiza ions was andom. O
1100 ques ionnai es, 388 we e e u ned, wha
ep esen s 35.27% o all ques ionnai es sen
ou , i.e. 4.26% o he en i e popula ion.
The ques ionnai e comp ised 75 ques ions
ela ing o (1) o ganiza ional alues, (2)
compe encies and (3) esponden ’s de ails
(age, gende , numbe o wo king yea s, le el o
educa ion e c.).
3.3 Sample
We e alua ed he alidi y o he sample wi hin
he selec ed sec o . The es chi-squa e es
o signifi cance was employed on he ollowing
demog aphic in o ma ion o esponden s:
gende , educa ion and age. Fo he a iable
sex, chi-squa e was 0.598 and signifi cance
le el a p = 0.434, o he a iable educa ion,
he chi-squa e es was 9.296 wi h signifi cance
le el a p = 0.054, he fi nal a iable age p o ided
a alue o 13.971, and he le el o signifi cance
was a p = 0.052.
The alue o chi-squa e dis ibu ion a
signifi cance 0.05 o 5% a e o a iables wi h
single deg ee o eedom ( a iable gende )
3.8415, o a iables wi h ou deg ees o
eedom ( a iable educa ion) 9.4877 and
o a iables wi h se en deg ees o eedom
( a iable age) 14.0671 [38].
Based on he fi ndings we can conclude ha
he esea ch sample could be gene alized o
he whole popula ion.
The sample which has been used o he
pu pose o his pape con ained 133 (38.4%)
male esponden s and 213 (61.6%) emale
esponden s. The da a on age g oups a e
p esen ed in Table 1.
The da a on educa ion a e shown in Table 2.
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Age g oup Responses %
Up o 24 yea s (inclusi e) 31 8.9
om 25 o 29 yea s 49 14.0
om 30 o 34 yea s 53 15.2
om 35 0 39 yea s 51 14.6
om 40 o 44 yea s 60 17.2
om 45 o 49 yea s 50 14.3
om 50 o 54 yea s 38 10.9
55 yea s o mo e 17 4.9
To al 349 100.0
Sou ce: [24]
Educa ion Responses %
Elemen a y school o less 34 9.6
Voca ional high school 83 23.5
High school 121 34.3
College deg ee 80 22.7
Uni e si y deg ee o mo e 35 9.9
To al 353 100.0
Sou ce: [24]
4. Resul s
Fi s , we es ed he alidi y o he ques ionnai e
using he C onbach’s alpha es , calcula ing he
coe fi cien s o each se o a iables. We ha e
pe o med his es on a iables ha measu ed
alues fi s ; he alue was 0.859, hus indica ing
g ea eliabili y o measu emen . Fo a iables
ha measu ed compe ency quali y he alue
was 0.833, o a iables measu ing inno a ion
compe ence he alue was 0.823, o a iables
measu ing esponsibili y compe ence he
alue was 0.855. Mo eo e , o a iables ha
measu ed he e hics compe ence he alue was
0.841 and o cus ome s compe ence he alue
was 0.840. Finally, he a iables ha measu ed
he quali y compe ence he alue was 0.861.
These alues indica e g ea eliabili y o
measu emen [22] and wi h ega d o he
composi ion and cha ac e is ics o he sample,
we belie e ha i is ep esen a i e.
4.1 Fo ma ing Me ged Va iables
The s uc u e o he ques ionnai e used in
he su ey demanded some a iables o be
me ged and no used indi idually. Values o
some a iables ha we e in en ionally o med
in nega i e o m s a emen s we e ans o med
h ough he s a emen s be o e c ea ing
composi e a iables and we e no changed in o
posi i e o m.
In he fi s s ep we ha e conduc ed
a ac o analysis on he se o fi s 20 a iables
ha measu ed o ganiza ional alues. Ou
o 20 a iables 12 o hem ha e posi ioned
hemsel es in 6 di e en ac o s wi h sui able
weigh s, o he 8 ha e ei he no posi ioned in
any o he ac o s o ha e had minimum weigh
in wo o mo e ac o s ha is why we ha e
emo ed hem. Resul s a e shown in Table 3.
Tab. 1: Age g oups o esponden s’
Tab. 2: Educa ion o esponden s
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72 2015, XVIII, 1
Ekonomika a managemen
Va iable Fac o
123456
V3 Quali y o wo k is impo an in ou o ganiza ion. .942
V4 Wi hin ou o ganiza ion we a e ocused
on success ully comple ing ou asks. .754
V20 Encou agemen o posi i e examples is a e
in ou o ganiza ion. .726
V15 Inhibi ion o inno a i e ideas is equen
in ou o ganiza ion. .710
V18 Adap a ion o di e en business si ua ions
p esen s a p oblem o ou o ganiza ion. .659
V10 Immo al beha io a wo k is accep able
in ou o ganiza ion. .620
V7 In ou o ganiza ion we espec each o he . .902
V12 Employees in ou o ganiza ion in e ac . .622
V19 In ou o ganiza ion we y o sa is y he needs
o ou cos ume s. .869
V8 P ac ices in ou o ganiza ion a e ocused
on ou cos ume s/gues s. -.533
V5 A wo k in ou o ganiza ion we beha e esponsibly
owa ds o he s a ound us. .723
V2 To achie e he objec i es wi hin ou o ganiza ion
we a e wo king pe sis en ly. .210
Sou ce: [24]
We ha e named he ac o s ha we ha e
de e mina ed in Table 3 in he ollowing o de ;
he fi s ac o ep esen s quali y, so we ha e
me ged he a iables in he fi s ac o in o new
a iable named OVQ – O ganiza ional alue
quali y. The a iables in he second ac o
ep esen inno a i eness, so we ha e me ged
he a iables in he second ac o in new a iable
named OVI – O ganiza ional alue inno a ion.
The a iables in he hi d ac o ep esen e hical
conduc , so we ha e me ged he a iables in
he hi d ac o in new a iable named OVE –
O ganiza ional alue e hics. The a iables in
he ou h ac o ep esen employees, so we
ha e me ged he a iables in he ou h ac o
in new a iable named OVE – O ganiza ional
alue employees. The a iables in he fi h ac o
ep esen cos ume s, so we ha e me ged he
a iables in he fi h ac o in new a iable named
OVC – O ganiza ional alue cos ume s.
The a iables in he fi nal six h ac o ep esen
esponsibili y, so we ha e me ged he a iables
in he six h ac o in new a iable named OVR –
O ganiza ional alue esponsibili y.
Some may a gue ha he second a iable in
six h ac o V2 To achie e he objec i es wi hin
ou o ganiza ion we a e wo king pe sis en ly is
no sui able o be posi ioned due o he ela i ely
low weigh ha i has, bu due o he ac ha i
has posi ioned only in his six h ac o and i has
posi ioned as a second no a leading a iable in
his ac o we ha e decided o use i anyways.
Wi h he help o ac o analysis we we e able
o explain 67.76% o a iabili y o o ganiza ional
alues wi h hese 12 a iables in 6 ac o s.
In he second s ep we ha e conduc ed
a ac o analysis on he se o second 48
a iables ha measu ed compe encies. Ou
o 48 a iables 30 o hem ha e posi ioned
hemsel es in 6 di e en ac o s wi h sui able
weigh s, o he 18 ha e ei he no posi ioned in
any o he ac o s o ha e had minimum weigh
in wo o mo e ac o s ha is why we ha e
emo ed hem. Resul s a e shown in Table 4.
Tab. 3: Fac o analysis o a iables ha measu ed o ganiza ional alues
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Va iable Fac o
123456
U1 My manage communica es wi h cos ume s
espec ully. .719
E5 My manage supe ises compliance o ex e nal
and in e nal egula ions. .544
O6 My manage moni o s he esul s
o he o ganiza ional uni . .516
E4 My manage wo ks in acco dance wi h
he en i onmen al p o ec ion measu es. .509
O2 My manage dis ibu es he wo k o subo dina es
acco ding o wo kload. .487
U3 My manage akes ca e o he impo ance
o con ac s wi h cos ume s. .481
O7 My manage akes ca e o ensu e he a ional
use o ene gy, ma e ials and ime. .455
E6 Dis espec ul communica ion wi h employees
is ypical o my manage . .696
E3 Immo al conduc is ypical o my manage . .581
Z1 My manage ’s conduc c ea es a nega i e
a mosphe e. .580
U8 My manage ails o ensu e good ela ionships
wi h cus ome s. .538
E7 My manage has a disc imina o y a i ude owa ds
employees. .494
I2 Encou aging changes o he p ocedu es a wo k a e
ypical o my manage . .652
K3 My manage is moni o ing he implemen a ion
o asks. .495
K2 My manage esol es demanding complain s
p o essionally. .474
K4 My manage encou ages employees o pe o m
be e a wo k. .465
I5 Timely iden ifi ca ion o new o ms o wo k is ypical
o my manage . .443
K1 My manage does no supe ise he wo k p ocess. .771
K5 My manage does no con ol he quali y
o pe o med wo k. .566
O1 My manage i esponsibly o de s he wo k
o employees. .506
K8 My manage is no able o deal wi h asks
in imely manne . .467
O3 My manage is unp o essional a o ganiza ion
o wo k wi hin he uni . .456
Tab. 4: Fac o analysis o a iables ha measu ed compe encies (pa 1)
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74 2015, XVIII, 1
Ekonomika a managemen
Va iable Fac o
123456
Z7 P o iding ins uc ion o new employees a wo k
is ypical o my manage . .802
Z2 My manage pa icipa es as a men o o new
employees. .702
Z8 My manage ad ises employees a wo k. .653
Z4 Ca ing o he con inuous de elopmen o employe-
es is ypical o my manage . .539
Z3 Resol ing he conc e e p oblems in he p ocess is
he na u e o my manage . .466
U6 My manage p epa es special ma ke ou le s
(discoun s, c edi s, ec .) .465
U7 My manage moni o s cus ome loyal y. .374
U5 My manage moni o s supply on he ma ke . .351
Sou ce: [24]
We ha e named he ac o s ha we ha e
de e mina ed in Table 4 in he ollowing
o de ; he fi s ac o ep esen s esponsible
beha io , so we ha e me ged he a iables
in he fi s ac o in o new a iable named
CR – Compe encies esponsibili y. The
a iables in he second ac o ep esen e hical
conduc , so we ha e me ged he a iables in
he second ac o in new a iable named CE
– Compe encies e hics. The a iables in he
hi d ac o ep esen inno a i e beha io , so
we ha e me ged he a iables in he hi d ac o
in new a iable named CI – Compe encies
inno a ion. The a iables in he ou h ac o
ep esen assu ance o quali y, so we ha e
me ged he a iables in he ou h ac o in
new a iable named CQ – Compe encies
quali y. The a iables in he fi h ac o
ep esen coope a ion wi h employees, so we
ha e me ged he a iables in he fi h ac o in
new a iable named CEm – Compe encies
employees. The a iables in he fi nal six h
ac o ep esen cos ume s, so we ha e me ged
he a iables in he six h ac o in new a iable
named CC – Compe encies cos ume s.
Wi h he help o ac o analysis we we e able
o explain 54.96% o a iabili y o compe encies
wi h hese 30 a iables in 6 ac o s.
A e o ming new me ged a iables we
ha e also me ged all o ganiza ional alues in o
one new a iable ha we ha e named OVMe
– O ganiza ional alues me ged. We did
he same wi h all me ged compe encies and
c ea ed ano he new a iable named CMe –
Compe encies me ged. Ou nex s ep was o
measu e mean alues and s anda d de ia ions
in hese newly o med a iables, esul s a e
show in Table 5.
Illus a ed in Table 5, nei he o mean
alues no s anda d de ia ions o newly o med
a iables a e abo e he gene ally expec ed
ange. As a as mean alues go he e is no
much o a di e ence be ween a iables ela ed
o o ganiza ional alues compa ed o he
a iables ela ed o compe encies, bu when
we look in o he alues o s anda d de ia ions
we can see ha he a e age s anda d de ia ion
is sligh ly lowe o a iables ela ed o
compe encies as opposed o a iables ela ed
o o ganiza ional alues.
Fu he in e es was ela ed o measu ing
he co ela ion be ween me ged a iables o
o ganiza ional alues and ma ching pai s o
me ged a iables o compe encies. The e o e
Pea son’s co ela ion coe fi cien was used;
esul s a e shown in Table 6.
Tab. 4: Fac o analysis o a iables ha measu ed compe encies (pa 2)
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75
2015
Business Adminis a ion and Managemen
Me ged a iable Mean alue S anda d
de ia ion
O ganiza ional alues
OVQ – O ganiza ional alue quali y 4.32 0.90
OVI – O ganiza ional alue inno a ion 3.40 1.06
OVR – O ganiza ional alue esponsibili y 4.10 0.89
OVE – O ganiza ional alue e hics 3.52 1.05
OVC – O ganiza ional alue cus ome s 4.07 0.80
OVEm – O ganiza ional alue employees 3.64 0.93
OVMe – O ganiza ional alues me ged 3.83 0.63
Compe encies
CQ – Compe encies quali y 3.98 0.87
CI – Compe encies inno a ion 3.68 0.86
CR – Compe encies esponsibili y 3.91 0.82
CE – Compe encies e hics 3.94 0.92
CC – Compe encies cus ome s 3.76 0.91
CEm – Compe encies employees 3.67 0.91
CMe – Compe encies me ged 3.84 0.69
Sou ce: [24]
Among da a shown in Table 6 we ha e
highligh ed he co ela ions ha we a e in e es ed
in. All he highligh ed co ela ions a e posi i e,
he s eng h o he co ela ion is mode a e in
mos cases [1], only he co ela ions be ween
he o ganiza ional alue esponsibili y and
he compe ence esponsibili y and co ela ion
be ween he o ganiza ional alue cos ume s
and he compe ence cos ume s a e s ong [1]
in he ma ching pai s ha we a e in e es ed in.
Also seen om Table 6 he e a e some o he
co ela ions ha need o be men ioned. The e is
a s ong co ela ion be ween o ganiza ional alue
cos ume s and compe encies esponsibili y
(.628**) wha can be explained ha in he sec o
ha his esea ch was conduc ed cos ume s
a e e y impo an and he e o e esponsible
beha io o manage s owa ds cos ume s is
comple ely expec ed. Howe e , he e a e also
some pai s ha ha e no p esen ed s a is ically
signifi can co ela ion, among o ganiza ional
alues e hics and compe encies esponsibili y
he e is no s a is ically signifi can co ela ion
(.073) and his is somewha ala ming, since i
ells us ha o ganiza ional alue e hics does no
co ela e wi h esponsible beha io o manage s.
In he ollowing sec ion we ha e conduc ed
a linea eg ession analysis whe e he infl uence
o be ween independen a iables owa ds
dependen a iables was analyzed. The
infl uence o each o he independen a iables
was e alua ed so ha i is no dependen
on infl uences be ween a ious independen
a iables. Table 7 p esen s he alues o
eg ession among pai s o independen
a iables (o ganiza ional alues) and ma ching
pai s o dependen a iables (compe encies),
as p oposed in ou esea ch model.
Tab. 5: Mean alues and s anda d de ia ions o me ged a iables
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82 2015, XVIII, 1
Ekonomika a managemen
[52] SCHEIN, E. H. O ganiza ional Cul u e and
Leade ship: A Dynamic View. San F ancisco:
Jossey-Publishe , 1987. ISBN 978-1555423315.
[53] SCHWARTZ, S. H. Uni e sals in he con e n
and s uc u e o alues: Theo e ical ad ances
and empi ical es s in 20 coun ies. Ad ances
in expe imen al social psychology. 1992, Vol.
25, pp. 1-65. ISSN 0065-2601. doi:h p://dx.doi.
o g/10.1016/S0065-2601(08)60281-6.
[54] SCHWARTZ, S., BILSKY, W. H. Towa d
a uni e sal psychological s uc u e o human
alues. Jou nal o Pe sonali y and Social
Psychology. 1987, Vol. 53, Iss. 3, pp. 550-
562. ISSN 0022-3514. doi:h p://dx.doi.
o g/10.1037/0022-3514.53.3.550.
[55] SIMMERLY, R. G. S a egic planing and
leade ship in con inuing educa ion. San
F ancisco: Jossey-Bass Publishe s, 1987. ISBN
978-1555420345.
[56] THOMPSON, J., RICHARDSON, B.
S a egic compe ency: The lea ning challange.
Jou nal o Wo kplace Lea ing. 1996, Vol. 9, Iss.
5, pp. 153-162. ISSN 1366-5626.
assis . p o . Mi ja Go enak, Ph.D.
Uni e si y o Ma ibo
Facul y o Tou ism
[email p o ec ed]
p o . Ma ko Fe jan, Ph.D.
Uni e si y o Ma ibo
Facul y o O ganiza ional Sciences
ma ko. e jan@ o .uni-mb.si
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83
1, XVIII, 2015
Business Adminis a ion and Managemen
Abs ac
THE INFLUENCE OF ORGANIZATIONAL VALUES ON COMPETENCIES
OF MANAGERS
Mi ja Go enak, Ma ko Fe jan
This pape discusses he in l uence o o ganiza ional alues on manage s’ compe encies.
O ganiza ional alues a e a e l ec ion o indi idual alues o ounde o ounding membe s o he
o ganiza ion. Th ough ime o ganiza ional alues a e shaped by e e y membe o he o ganiza ion
and by e en s ha shape he o ganiza ion. On he o he hand compe encies o manage s a e no
sha ed by he whole o ganiza ion hough hey do in l uence he way manage s un hei o ganiza ions
and h ough his also how o ganiza ions wo k. Based on he i ndings o p e ious s udies a model o
measu ing he in l uence o o ganiza ional alues on manage s’ compe encies was p oposed. Mo e
speci i cally, by conduc ing a p elimina y s udy a model was c ea ed ha discusses he in l uence
o six mos commonly s a ed o ganiza ional alues on he ma ching compe encies. To his end
esea ch ques ion has been p oposed: Wha is he le el o co ela ion be ween o ganiza ional
alues and ma ching compe encies o manage s? The pape -and-pencil su ey was ca ied ou in
he a el and leisu e indus y, whe e 1,100 employees we e su eyed. The 388 pa icipan s who
i lled ou he ques ionnai e ep esen a 35.27% yield o su eys sen ou and 4.26% o he popula ion
o his indus y in Slo enia. We ha e de e mined ha he e is a s a is ically signi i can in l uence o
o ganiza ional alues on ma ching compe encies. This i nding clea ly indica es ha o ganiza ional
alues ha e a s ong in l uence on manage s’ compe encies. This also o some ex en suppo s he
idea o managing by alues whe e managing o o ganiza ions is ocused on o ganiza ional alues
and e e y decision is done h ough he scope o hese alues.
Key Wo ds: Values, o ganiza ional alues, compe encies, model, a el and leisu e indus y.
JEL Classi i ca ion: M12.
DOI: 10.15240/ ul/001/2015-1-006
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