Valuable Work: Why Understanding Values Matters in HR

Why are some employees engaged and thriving at work, while others feel disconnected or burnt out? The answer often lies in values. Values influence how individuals experience their work, what motivates them, and how they behave within organisations. At Cebir, we believe that understanding values is essential for effective HR decisions—from hiring to development and retention.

What Are Values and Why Are They Relevant?

Values are broad, deeply held goals that guide human behaviour. They are emotionally charged, shape our judgments, and motivate action. At work, values translate into what employees expect from their roles and how they align with the organisation’s mission.

When there is a match between personal and organisational values, employees are more likely to experience fulfilment, which strengthens motivation, engagement, and performance. Conversely, value misalignment can lead to demotivation, stress, or attrition.

The Cebir Value Model: Scientifically Grounded and Business-Oriented

Cebir’s value model is based on two well-established frameworks: the Schwartz model of universal values and the Quinn model from organisational science. The result is a practical model that identifies eight value types relevant in professional settings:
Humility, Tradition, Performance, Power, Challenge, Innovation, Expression, and Harmony.

These values are measured using psychometric tools such as the CBFT and CFit, which assess both individual and organisational value profiles. This allows for accurate comparisons and insights into person-organisation fit, helping organisations hire and retain candidates whose values align with the workplace culture.

Work Motivation and Fulfilment: Beyond Rewards

Motivation is not static—it varies based on personal values and the work environment. The Self-Determination Theory distinguishes between controlled motivation (driven by external rewards or pressure) and autonomous motivation (driven by internal values and interests). People are more enthusiastic and resilient when their work aligns with what they find meaningful.

The Job Demands–Resources Model further shows that fulfilment and enthusiasm stem from the balance between work demands and available resources, such as autonomy, feedback, and social support. Enthusiastic employees invest energy in their work because they recognise their values within it.

Meaningful Work: Four Pathways to Fulfilment

According to Lips-Wiersma, four pathways contribute to meaningful work:

  • Integrity with Self (doing the right thing, developing competencies)

  • Unity with Others (belonging, teamwork)

  • Expressing Full Potential (achieving, contributing, inspiring)

  • Service to Others (benefiting others, making a difference)

These paths can sometimes conflict, but they reflect the complexity of human motivation. Employees often strive for a balance, navigating tensions to find fulfilment in their professional lives.

Organisational Values and HR Practice

Organisations also hold values, either implicitly or explicitly. Some prioritise innovation, others tradition or efficiency. Values differ across departments, locations, or leadership levels. Recognising and communicating these values is essential for employees to feel connected to the organisation.

Studies show that values publicly expressed by organisations (“espoused values”) often focus on social responsibility, efficiency, internal trust, and employee strength. However, it is critical that these values match real-world practices, or they risk eroding employee trust.

Person-Organisation Fit and Value Diversity

It is not necessary for everyone in an organisation to share identical values. What matters is that employees can find their most important values represented in the workplace. A shared core is beneficial, but over-alignment can lead to rigidity or blind spots. A healthy organisation balances alignment and diversity of values.

Cebir Tools: Measuring What Matters

With Cebir’s scientifically validated assessments, you can measure:

  • Candidate values and motivations (CFit, CBFT)

  • Organisational value culture (CFit at group level)

  • Enthusiasm, stress, and career drive (VaMot, Futurfit)

These tools help identify not only fit and risk areas but also potential for fulfilment and long-term engagement.

Valuable work starts with valuable insight. Cebir gives you the tools to build motivated, fulfilled, and value-aligned teams.


Contact us today to learn more.

Author

Cebir Research Team

With over 35 years of expertise, CEBIR provides scientifically validated psychometric tests to optimize recruitment and strengthen teams. This article summarizes research and abstracts written by our Research Team.