The Role of Value Alignment in Shaping Employee Engagement Across Generations

Abstract

This study examined the relationship between employees’ personal work values, their alignment with organizational values, and their effects on employee engagement and turnover intention, with a focus on generational differences. Drawing on the Person-Environment Fit framework, the Job Demands-Resources model, and Self-Determination Theory, the study explored whether value alignment predicts engagement and turnover intention, and whether it mediates the relationship between the two. Data was collected via an online survey from 202 participants across various organizational contexts. Measures included the Utrecht Work Engagement Scale (UWES-9), the Turnover Intention Scale (TIS-6), and an adapted version of the Work Values Survey (WVS). Multiple linear regression and MANOVA were used for hypothesis testing. Results showed that engagement significantly predicted reduced turnover intention, confirming prior research. However, value alignment did not significantly predict engagement or turnover intention, nor did it mediate the relationship between them. Among work values, altruism, prestige, and pay were significantly associated with engagement. No significant generational differences in work values were found, likely due to sample imbalances. The findings suggest that specific work values may influence engagement more than general alignment and highlight the need for refined measurement approaches. Implications for retention strategies, as well as directions for future research on multilevel value alignment and generational diversity, are discussed.