In recent years much attention has been paid to distilling
those factors that create a positive work environment for
corporate employees. The goal ultimately is to discover
what allows some companies to foster high employee
morale while other companies struggle with poor
productivity and high managerial turnover. Several
theories have been posited, but none has drawn as much
interest from the corporate world, or has as much
promise, as value congruence, which measures the “fit”
between an employee’s values and those of co-workers
and the company itself.
Value congruence can be broken into three main
subcategories: person-environment (“P-E”), personperson
(“P-P”), and perceptual fit (“PF”). Personenvironment
congruence refers to a harmony between
the personal values of the employee and corporate culture
of the company in which he or she works. Someone with
a high P-E congruence feels personally in tune with his
company’s stated policies and goals. Conversely, someone
with a low P-E congruence feels a sense of disharmony
between his own values and the stated policies and goals
of his company. A high P-P congruence indicates a sense
of solidarity with one’s co-workers in terms of shared
values and goals. A low P-P congruence indicates a sense
of isolation from co-workers brought about by an absence
of shared values. Finally, strong PF suggests a strong
correspondence between the values that an employee
perceives his company to have (whether or not the
company actually does) and the values that his co-workers
perceive the company to have (again, whether or not it
actually does). A weak PF implies that an employee’s
perception of his company’s values differs significantly
from that of his co-workers.
Research has shown that P-E and PF congruence are
important measures of employee satisfact ion,
commitment, and likelihood of turnover, while P-P
congruence has little bearing on these parameters.
Moreover, PF is especially important in establishing
harmonious relations between workers and managers.
These measures give corporations a robust paradigm for
long-term personnel planning and productivity potentials:
they allow companies to discover dysfunctional work
relationships and clarify misperceived company policies
and goals. With these tools in hand, companies can look
forward to increased employee satisfaction and,
ultimately, improved company performance.

1. According to the passage, which of the following was
a motivation in the creation of the system of value
congruence?
< a desire to minimize the liability of upper management
for employee dissatisfaction
< a desire to help companies to improve their internal
harmony
< a desire to allow employees to increase their earning
potential
< a desire to foster awareness of factors influencing
managerial success
< a desire to eliminate discrepancies between a
company’s goals and the values of its employees

3. The primary focus of the passage is on which of the
following?
< Comparing a new theory of corporate performance
to a discredited theory and predicting the usefulness
of the new theory.
< Illustrating a new approach to measuring employee
satisfaction through a detailed analysis of a particular
case.
< Challenging an old view of employee commitment
and suggesting that a new paradigm is necessary.
< Promoting a new method of measuring the likelihood
of corporate success by explaining its benefits.
< Defending a proposed system of corporate analysis
through examples of its success.

IMO
1. B
2. A
3. D

Can you please post the OA ?
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Took approx 6mins
My ans are:
E
C
D

Please post the OA.
_________________

Thanks
crazy4priya
GMATPrep 1 Q49/V36
GMATPrep 2 Q49/V28
Veritas Prep Q51/V41

E, A, D..

Please post the OA's