This exploratory study examines organizational values in the Peruvian public sector. These values were classified and rank ordered according to the tri-axial model under three main axes: ethical, economic, and emotional. A sample of 338 public servants in mid to high level positions participated in this study. The main results show that 42 out of the 62 values were classified in the three axes mentioned above and that all of the 5 dominant values belonged to the pragmatic axis. In addition, some variations in the classification of values due to demographic and organizational factors were identified. The conclusions and recommendations highlight the importance to continue studying the topic of values in the public sector, in order to understand their potential practical implications for people management.

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Gabel Shemueli, Rechel; Yamada Fukusaki, Gustavo; Dolan, Simon

The value of work in the public sector: The case of organizational values in the public sector in Peru

08/2013
This exploratory study examines organizational values in the Peruvian public sector. These values were classified and rank ordered according to the tri-axial model under three main axes: ethical, economic, and emotional. A sample of 338 public servants in mid to high level positions participated in this study. The main results show that 42 out of the 62 values were classified in the three axes mentioned above and that all of the 5 dominant values belonged to the pragmatic axis. In addition, some variations in the classification of values due to demographic and organizational factors were identified. The conclusions and recommendations highlight the importance to continue studying the topic of values in the public sector, in order to understand their potential practical implications for people management.
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The value of work in the public sector: The case of organizational values in the public sector in Peru
Gabel Shemueli, Rechel; Yamada Fukusaki, Gustavo; Dolan, Simon
Revista de Psicologa del Trabajo y de las Organizaciones = Journal of Work and Organizational Psychology
Vol. 29, n 2, 08/2013, p. 83 - 90

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