Attraction-Selection and Socialization of Work Values

• Published date: 01 March 2017
• DOI: 10.1177/0091026017696397
• Date: 01 March 2017
• Subject Matter: Articles

https://doi.org/10.1177/0091026017696397

Public Personnel Management

2017, Vol. 46(1) 66 –88

© The Author(s) 2017

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DOI: 10.1177/0091026017696397

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Article

Attraction-Selection and

Socialization of Work Values:

Evidence From Longitudinal

Survey

Yujin Choi1 and Il Hwan Chung2

Abstract

This article advances the research investigating the process of sector choice

(attraction-selection) and changes in work values (socialization) over time using

panel data. We find little evidence that work values predict actual employment in

public schools, but there are differences in changes of work values after entering into

public organizations, compared with private organizations. Overall, the findings reveal

that after employment, individuals became more likely to have stronger preferences

for monetary and job security values. The results offer support for prior studies,

demonstrating that work values could be a dynamic state.

Keywords

work values, public service motivation, attraction-selection and socialization effects

Issues of attracting, acquiring, and retaining a talented workforce for public organiza-

tions have pervaded policy discussions for decades (Light, 2000; National Commission

on the Public Service, 2003). These concerns have been growing due to the human

capital crisis in the public sector and the aging workforce. Moreover, declining trust in

government and high competition with the private sector might have exacerbated these

phenomena (Clerkin & Coggburn, 2012; Light, 2000; Ritz & Waldner, 2011). One

research approach to address these concerns is by using a person–organization (PO) fit

framework conceptualized as the match between an individual and organizational

attributes when the individual and organization share similar characteristics and/or

1Ewha Womans University, Seoul, South Korea

2Soongsil University, Seoul, South Korea

Corresponding Author:

Il Hwan Chung, Soongsil University, Sangdo-ro 369, Dongjak-gu, 156-743, Seoul, South Korea.

Email: ilhwan.chung@gmail.com

696397PPMXXX10.1177/0091026017696397Public Personnel ManagementChoi and Chung

research-article2017

Choi and Chung 67

meet each other’s needs (Sekiguchi, 2004, p. 179). Previous studies have shown that

PO fit influences work attitudes and performance. For example, people who are better

matched to organizations are expected to demonstrate higher work performance with

lower turnover intention and job absenteeism (Bright, 2008; Kristof-Brown,

Zimmerman, & Johnson, 2005; Meglino & Ravlin, 1998; Steijn, 2008; Vandenabeele,

2008; Verquer, Beehr, & Wagner, 2003; Wright & Pandey, 2008). Thus, achieving PO

fit would be desirable.

High levels of PO fit can be achieved through employee selection and socialization

process. However, research designs in prior studies did not disentangle the two mecha-

nisms (attraction-selection and socialization) mostly due to methodological difficul-

ties (De Cooman et al., 2009). The first mechanism (attraction-selection) describes

that individuals attracted to organization might be good matches for the values of the

organization. In turn, organization prefers applicants who are good matches with the

organization’s values (Clerkin & Coggburn, 2012). The second mechanism (socializa-

tion) addresses that individuals adapt their original values to match the values of a

particular organization (De Cooman et al., 2009).

Among many aspects of employees and organizations, work value is a fundamental

characteristic by which individuals judge their PO fit (Dineen, Ash, & Noe, 2002).

Prior studies have argued that “because both employees and organizations have val-

ues, they can be directly compared in terms of value congruence as the defining opera-

tionalization of PO fit” (De Cooman et al., 2009, p. 102).1 This argument implies that

both individuals and organization have different preferences for the types of work

values and that distinct sets of work values are embedded in each sector and organiza-

tion (Judge & Bretz, 1992).

Public administration scholars have been engaged in research studies focusing on

identifying and developing distinctive values, including Public Service Motivation

(PSM) which is primarily embedded in public organizations. These studies have

improved our understanding on the effect of PSM on outcomes in the workplace

(Perry, Hondeghem, & Wise, 2010; Perry & Wise, 1990). The key premise in this

literature is that people working in the public sector have higher levels of PSM than

people in the private sector. Scholars have addressed two main arguments regarding

this assumption. First, people with higher levels of PSM might have been attracted

to the public sector (attraction-selection). Second, socialization through organiza-

tion process might have affected the level of PSM (socialization; Kjeldsen, 2014;

Kjeldsen & Jacobsen, 2013; Perry & Wise, 1990; Wright & Christensen, 2010).

However, most empirical research studies have been limited to capturing the causal

relationships of these arguments mostly due to methodological challenges (Perry &

Hondeghem, 2008).

Based on the growing literature on work values, sector choices, and socialization,

this study fills the knowledge gap by investigating the process of sector choice and

changes in work values over time. Specifically, we examined the following: (a)

whether work values (including PSM) affected an individual’s decision of sector

choice, and (b) whether work values changed after employment in a sector. This article

addressed the two questions using the National Longitudinal Survey of the High