Organizational Behavoiur Dec 2009 1.1

Rokeach Value
2009-A Questionnaire
Survey & Analysis
Submitted by:
Samiya Illias 91007
Organizational Behaviour
Submitted to:
Mr Zarrar Zubair
Rokeach Value Questionnaire_ Survey & Analysis
Contents
Introduction ............................................................................................................................................ 3
Profile ...................................................................................................................................................... 4
Statistical Analysis ................................................................................................................................... 5
Basic Values:........................................................................................................................................ 5
Intrapersonal:.................................................................................................................................. 6
Interpersonal:.................................................................................................................................. 7
Relative importance of each basic value ........................................................................................ 8
Instrumental Values: ......................................................................................................................... 17

Morale: .......................................................................................................................................... 18
Competence: ................................................................................................................................. 19
Relative importance of each instrumental value .......................................................................... 20
Differences across Generations ............................................................................................................ 29
Person-wise Analysis ............................................................................................................................. 33
Conclusion ............................................................................................................................................. 35
Exhibits .................................................................................................................................................. 37
A. Sample form .............................................................................................................................. 37

B. Sample scoring key.................................................................................................................... 37
C. Filled-out forms (31) ................................................................................................................. 37
D. Tabulated data for analysis (4).................................................................................................. 37
Submitted by: Samiya Illias Page 2

Introduction
Anthropologists have traditionally observed the behaviour of members of a specific society

and inferred from such behaviour the dominant or underlying values of the society. In
recent years, however, there has been a gradual shift to measuring values directly by means
of survey questionnaire research. Researchers use data collection instruments called value
instruments to ask people how they feel about such basic personal and social concepts as
freedom, comfort, national security, and peace1.
A popular value instrument that has been employed in consumer behaviour studies in the
Rokeach Value Survey (RVS). This self-administered value inventory is divided into two parts,
with each part measuring different but complementary types of personal values. The first
part consists of eighteen terminal value items, which are designed to measure the relative
importance of end- states of existence (i.e. personal goals). The second part consists of
eighteen instrumental value items, which measure basic approaches the individual might
take to reach end-state values. Thus, the firs half of the measurement instrument deals with
ends, while the second half considers means2.
As the population of Karachi is huge, the survey was conducted through Random Sampling
method. The target population covers people from working in various organizations, from
different age groups to cover a broad spectrum of personal values.
Approximately 40 forms were filled-out of which only 31 were uniquely ranked, and could
by analyzed.
Details of the sample statistics, compilation and analysis of data, graphs and deduction are
included in this report.
Also appended are
Sample survey form exhibit
Sample scoring key
Filled-out survey forms
Tabulation of data extracted from forms
1
http://home.ubalt.edu/ntsbarsh/stat-data/Surveys.htm#rsi
2
http://home.ubalt.edu/ntsbarsh/stat-data/Surveys.htm#rsi

Profile
Born between 1961 and 1980, most of the respondents of this survey are late Gen-X. Their
ages range between 22 and 60, with the average age 32. Following are some salient
characteristics3 associated with Generation X.
Individualistic: Generation X came of age in an era of two-income families, rising divorce

rates and a faltering economy. Women were joining the workforce in large numbers,
spawning an age of “latch-key” children. As a result, Generation X is independent,
resourceful and self-sufficient. In the workplace, Generation X values freedom and
responsibility. Many in this generation display a casual disdain for authority and structured
work hours. They dislike being micro-managed and embrace a hands-off management
philosophy.
Technologically Adept: The Generation X mentality reflects a shift from a manufacturing

economy to a service economy. The first generation to grow up with computers, technology
is woven into their lives. As law firms and corporate legal departments integrate new
technological tools, Generation X has learned and adapted. This generation is comfortable
using PDAs, cellphones, e-mail, laptops, Blackberrys and other technology employed in the
legal workplace.
Flexible: Many Gen Xers lived through tough economic times in the 1980s and saw their
workaholic parents lose hard-earned positions. Thus, Generation X is less committed to one
employer and more willing to change jobs to get ahead than previous generations. They
adapt well to change and are tolerant of alternative lifestyles. Generation X is ambitious and
eager to learn new skills but want to accomplish things on their own terms.
Value Work/Life Balance: Unlike previous generations, members of Generation X work to

live rather than live to work. They appreciate fun in the workplace and espouse a work
hard/play hard mentality. Generation X managers often incorporate humor and games into
work activities.
Even though the respondents of this survey are basically Asians living and working in
Karachi, yet many characteristics are commonly seen in varying degrees across continents
and cultures.
3
http://legalcareers.about.com/od/practicetips/a/GenerationX.htm

Statistical Analysis
Basic Values:
Approximately two-thirds of the respondents chose an Intra-personal value as their most important
core value, while the remaining ranked an Inter-personal value as 1. The following is an analysis of
the same.
Basic Value ranked 1
0% A comfortable life
3% An Exciting life
9%
A sense of accomplishment
13%
3%
Happiness
6% Inner Harmony
0% 3%
Pleasure
Salvation
6%
9% Self-respect
3% Wisdom
A world at peace
3% 3%
0% A world of beauty
3%
Equality
9%
Family security
13% Freedom
13% Mature love
National security
Freedom, Wisdom and National Security were chosen by an equal number of respondents as of
primary importance among all core values.

Intrapersonal:
Intra-personal Skills
14%
19% A comfortable life
An Exciting life
5%
A sense of accomplishment
Happiness
10%
Inner Harmony
19% Pleasure
Salvation
14% Self-respect
Wisdom
14% 5%
0%
A comparison of the most highly valued intra-personal trait (ranked 1) by respondents appear to be
self-respect and wisdom, closely followed by happiness and comfortable life chosen by 14% of
respondents as their most important basic value.
Self-respect and wisdom is consistent with Individualism, and the displayed trait of Gen-X who
dislike being micro-managed.
The bottom-three in this analyis were: Pleasure was not ranked by any as first; An Exciting Life and
Inner Harmony were ranked one by only two respondents.

Interpersonal:
Inter-personal Skills
0%
9% 9%
A world at peace
9% A world of beauty
Equality
Family security
9%
Freedom
37% Mature love
National security
18% Social recognition

True friendship
9%
0%
Only one-third of the respondents valued an Inter-personal skill above all other basic values. The
core value chosen was that of conservation, that is National Security, followed by a lesser number
choosing Family Security above all.

Relative importance of each basic value
1. A comfortable life:
A little more than 50% of the respondents value comfort highly and it would probably reflect in
their attitude towards work. Though Herzberg would consider it a hygiene factor, yet it seems to
be of primary importance and thus taken into account by the organization.
A Comfortable Life
20
18
16
14
12
10
8 Rank
6
4
2
0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31
2. An exciting life:
Fewer people value excitement above other core values. Excitement may be good, but it
certainly isn’t the driving force for many.
An Exciting Life
20
18
16
14
12
10
8 Rank
6
4
2
0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31

3. A sense of accomplishment:
Accomplishment is important to many as a great number of respondents have ranked it between
1 and 7. Managers can use this value to their advantage by giving due recognition as well as
tough but achievable targets so that the employees stay motivated.
A Sense of Accomplishment
16
14
12
10
8
Rank
6
4
2
0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31
4. Happiness:
Happiness is just as essential as Accomplishment to an equal number of respondents, again
being ranked highly. As a state of being, this value must affect the general attitude of a person
towards the work, workplace, management and colleagues. Corporate culture would also be a
major factor. Managers must, therefore, pay sufficient attention to workplace culture and
employee morale.
Happiness
20
18
16
14
12
10
8 Rank
6
4
2
0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31

5. Inner Harmony:
Inner harmony does not seem to be high on the list of priorities of most respondents. Yet,
studies show that eventually dissonance builds up, and stress-related diseases are already
on the rise globally. Managers need to take such data into account and proactively employ
councelling for employee wellbeing.
Inner Harmony
20
18
16
14
12
10
8 Rank
6
4
2
0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31
6. Pleasure:
Pleasure
20
18
16
14
12
10
8 Rank
6
4
2
0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31
Pleasure is not seen by many as of any fundamental importance to their basic values. This result is
somewhat consistent with the differences across cultures whereby Asian societies are basically
known for their collectivist tendencies. Pleasure thus must take a backseat to other more important
values.

7. Salvation
In our society, where religion is still a strong driving force in the lives of many, salvation is,
surprisingly, of high importance to very few respondents. Many have ranked it much lower, as the
graph clearly shows.
Salvation
20
18
16
14
12
10
8 Rank
6
4
2
0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31
8. Self-respect:
Self-respect is definitely very important to most people. Being Gen-X as well as from a traditional
Asian culture, self-respect is highly valued. Such employees will need to feel good about themselves,
and feel being treated with due respect by their peers, subordinates and especially supervisors.
Managers must note the significant importance of this core value, and develop the organizational
culture consistent with the needs of the individuals.
Self-Respect
20
18
16
14
12
10
8 Rank
6
4
2
0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31

9. Wisdom:
Wisdom
20
18
16
14
12
10
8 Rank
6
4
2
0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31
Over 50% of the respondents place emphasis on Wisdom. This is very encouraging as such people
will work towards increasing their knowledge, that is a ‘continuous improvement program’, and can
prove to be great assets to the organization.
Moving on to Inter-personal values...
10. A world at peace:

Quite a few people consider world peace as directly related to their values, and it appears
somewhere in between on their list of priorities. While one respondents (#9) put world peace at
the top of the list, another (#1) placed it all the way at the bottom, ranking it 18.
A world at peace
20
18
16
14
12
10
8 Rank
6
4
2
0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31

11. A world of beauty:

Fewer people value beauty above other core values. A world of beauty may be good, but it
certainly isn’t the driving force for many. Six respondents have ranked it 18, while only one has
ranked it as first, and another six have placed it in their top seven. Rest all attach very little
priority to beauty as such.
A world of beauty
20
18
16
14
12
10
8 Rank
6
4
2
0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31
12. Equality:
Equality is quite highly valued by a sizeable number of respondents. Equality and equity at the
workplace are important, as established by the Equity Theory of Motivation. Though equality at
the workplace is not achievable, managers must strive to make all feel that they are performing
and competing on a level playing field, where all get equal chance, and all rewards are awarded
in an equitable fashion.
Equality
18
16
14
12
10
8 Rank
6
4
2
0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31

13. Family security:

Two-thirds of the respondents feel family security is central to their life-values, placing it within
the top seven, while two consider it the most important value. From an Asian perspective,
collectivist societies place great emphasis on the family and its well-being takes precedence over
the individual. As such, managers of Asian employees must necessarily take this factor into
account, as many decisions such as relocation due to transfers, etc are accepted/rejected with
regards to the family’s needs and circumstances, rather than purely brighter career prospects.
Family Security
20
18
16
14
12
10
8 Rank
6
4
2
0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31
14. Freedom:
Freedom is not as highly valued as one would expect. It certainly doesn’t rank first in any
sample’s list, and quite a few place it way low, though it is indeed scattered across the range
of values.
Freedom
20
18
16
14
12
10
8 Rank
6
4
2
0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31

15. Mature love:

Mature Love is not seen by many as of any primary importance to their basic values. While one
respondent ranked it as one, five ranked it 18, and another five ranked it 17.
Mature Love
20
18
16
14
12
10
8 Rank
6
4
2
0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31
16. National security:

Four people ranked National Security as 1 and an equal number ranked it 18. As the graph shows,
more people value it lesser than most other values. A conservationist tendency, it appears that more
and more people are less and less inclined towards conservation.
National Security
20
18
16
14
12
10
8 Rank
6
4
2
0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31

17. Social recognition:

Social recognition also seems to rank poorly. Whereas they value ‘A sense of Accomplishment’ it
appears that they do not necessarily wish to flaunt it.
Social Recognition
18
16
14
12
10
8 Rank
6
4
2
0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31
18. True friendship:

True friendship seems to be an ‘unsought product’_ do people think that in today’s materialistic era,
it is utopian to expect to find true friendship, or have people become so individualistic that
friendship no longer really matters?
True Friendship
18
16
14
12
10
8 Rank
6
4
2
0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31

Instrumental Values:
Among the set of terminal values, the values ranked one were:
Instrumental Value ranked 1

0% Broad-minded
0% 0%
0% 6% 6% Cheerful
0%
3% Clean
6%
Courageous
9% 3% 0%
Forgiving
3%
0% Helpful
Honest
Loving
Polite
Ambitious
22% Capable
Imaginative
Independent
38% Intellectual
Logical
3%
Obedient
0%
Responsible
An overwhelming percentage of people chose Honesty as of primary importance in helping them

achieve their Basic or Life Values, followed by a slightly lesser number of respondents choosing
Ambition.

Morale:
Morale
0%
0%
5%
11%
Broad-minded
Cheerful
11%
Clean
Courageous
5%
Forgiving
0%
5% Helpful
Honest
63% Loving
Polite
Most respondents believe that Honesty is the primary instrument to success in achieving lifetime
values and objectives. Honesty implies being more open in their interactions with others, a definite
cultural shift from a stereotype Asian to a more open society. This shift probably represents the role
played by education, a relatively secure job and status in society. As more people are getting access
to higher education and brighter job prospects, the level of Machiavellianism appears to be going
down in our society.

Competence:
Competence
15%
Ambitious
0%
0%
Capable
Imaginative
8%
0% Independent
0% Intellectual
54% Logical
Obedient
23%
Responsible
Self-controlled
0%
A high number of respondents believe that Ambition is the key to achieving aims, and thus rank it 1st
in their list of Instrumental values. Few also consider imagination of primary importance.

Relative importance of each instrumental value
1. Broad-minded:
Broad-mindedness seems to figure significantly in today’s work-force. It seems that as the world
goes global, more people realize the importance of being open-minded, accepting new ideas,
and tolerating different views, opinions and styles. This is very positive, and harbours the
potential for progress and diversification as the company and the people grow.
Broad-Minded
20
18
16
14
12
10
8 Rank
6
4
2
0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31
2. Cheerful:
Few people consider cheerfulness as instrumental towards attaining any of their core values.
This could be because a greater number of our sample seem to rank a core intra-personal value
as of primary importance while fewer have an inter-personal value ranked as one.
Cheerful
20
18
16
14
12
10
8 Rank
6
4
2
0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31

3. Clean:
Very few people consider neatness and tidyness will be instrumental in achieving their life
values. Perhaps this is simply a fall-out of a busier life-style, a cost of modernization, where most
people find themselves juggling a lot of things and thus find little time or motivation for a tidier
and cleaner lifestyle.
Clean
20
18
16
14
12
10
8 Rank
6
4
2
0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31
4. Courageous:
Though not ranked highly by most, yet its encouraging to note that nobody has placed it at the
bottom of their list, even if it is in the lower half of most lists.
Courgeous
18
16
14
12
10
8 Rank
6
4
2
0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31

5. Forgiving:
Nobody’s perfect, and more and more people are coming to terms with this reality. From
this realization stems the value of forgiveness, of pardoning others; this value complements
the other highll-prized intrumental value of broad-mindedness. This is definitely a good sign
for organizational health, as it would definitely bear heavily on employee and employer
attitudes.
Forgiving
20
18
16
14
12
10
8 Rank
6
4
2
0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31
6. Helpful:
Ranked between 1 and 17, it appears that being helpful does not play a major role in peoples’ efforts
towards attaining their core values. This is an area of concern for managers, who will need to work
on this if they wish their organizational groups and teams to perform effectively.
Helpful
18
16
14
12
10
8 Rank
6
4
2
0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31

7. Honest:
Most people recognize the fundamental role of honesty in life. Although two respondents have
ranked it 18, many respondents have placed honesty at the top of their list. A very good sign, it
signifies a more open and tolerant workplace, where people would be more comfortable and
forthcoming with correct information, advice and feedback.
Honest
20
18
16
14
12
10
8 Rank
6
4
2
0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31
8. Loving:
Affection and tenderness does not top any respondents’ list, while atleast one has placed it right at
the bottom ranking it 18. One-third of the respondents have placed it high on their list.
4
To be passionately in love with one's work provides meaning to existence. It is truly one of life's great
blessings and used to run any business can have great positive effect. Emotional intensity causes people to
love their work, be more playful and analytical with information, and motivates them to dream bigger. They
put more time, effort and gusto into what they do.
Loving
20
15
10
Rank
5
0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31
4
http://ezinearticles.com/?Importance-and-Value-of-Emotional-Intensity-in-the-Workplace&id=2362668

9. Polite:
Few people consider politeness as an important instrument to success, in spite of the fact that it
bears significantly on all interactions, and definitely affects the attitude of the parties. All
languages across all cultures contain an array of polite words.
Dealing with people is not easy. Business deals, personal interactions, workplace intermingling all require
certain conversational skills... Rudeness can make business deals difficult to settle, or even at personal
5
level one may face rough weather if one offends the other person.
Polite
20
15
10
Rank
5
0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31
Moving on to Competence values:
10.Ambitious:
Most respondents consider ambition to be of utmost importance. 7 people place it at the top of
their list while it ranks in the top 7 of over two-thirds to the respondents. Ambition as a drive is
definitely positive, and managers could do well by harnessing it to further employee and
company goals.
Ambitious
15
10
5 Rank
0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31
5
http://www.paggu.com/personality-development/what-is-politeness/

11.Capable:
Most people consider capability an asset, and crucial to their success in life. Capable employees
can be expected to put greater value in their work, and managers of Gen-X employees would do
well to espouse Theory Y and expect and encourage the best performance possible.
Capable
20
18
16
14
12
10
8 Rank
6
4
2
0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31
12. Imaginative:
Few consider imagination to be of much importance. Yet, imgination is fundamental to a
creative and daring personality. Depending on the organization and the kind of work required,
the value of imagination would vary. Google, for instance, puts great emphasis on creating an
environment conducive to the germination of the imaginative bug.
Imaginative
20
18
16
14
12
10
8 Rank
6
4
2
0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31

13.Independent:
Typical of their generation, quite a few respondents value independence highly. Surprisingly,
quite a few have also ranked it far too low on their list. This may not mean that they necessarily
like being monitored, but perhaps they realize the power of team-work, and favour working
collectively than working it out alone.
Independent
18
16
14
12
10
8 Rank
6
4
2
0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31
14. Intellectual:
Two-thirds of the respondents place it in the top half of their list. This emphasis probably
reflects the highly educated class of people surveyed, as their education and job demands
intelligence, reflection and contemplation.
Intellectual
20
18
16
14
12
10
8 Rank
6
4
2
0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31

15.Logical:
Rationality and logic are associated with higher education and deductive reasoning. Students of
scientific disciplines and finance are trained in the same. As our sample contains a sizable number of
such professionals, Logic is expected to figure highly in their lives. Thus, it is not surprising that most
have ranked it in their top ten.
Logical
20
18
16
14
12
10
8 Rank
6
4
2
0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31
16.Obedient:
They say, those who follow well make the best leaders. It appears that old school wisdom is lost
upon this Gen-X who do not see the merits of being dutiful and respectful. Managers need to
understand this bend of values, and work at keeping these employees motivated, so that they can
get good performance from such people by appealing to their other values such as ambition.
Obedient
20
18
16
14
12
10
8 Rank
6
4
2
0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31

17.Responsible:
As self-respect is very high on their list, responsibility is naturally expected to be high on their list.
Feeling and behaving in a responsible way is very important for such people’s self-image, and is
important to their inner harmony. Gen-X have a very high opinion of themselves, and consider
themselves reliable and dependable.
Responsible
18
16
14
12
10
8 Rank
6
4
2
0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31
18. Self-controlled:
Most of the respondents of this survey appear to be high self-monitors, and thus value restrain and
self-discipline highly towards the achievement of their life values. Managing such people should be
easier as they do part of the management themselves.
Self-Controlled
20
18
16
14
12
10
8 Rank
6
4
2
0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31

Differences across Generations

6
There are many generations at work, interacting with each other on a daily basis. Sometimes this gives rise to
frustration, conflict and misunderstanding. Yet each generation has something worthwhile and exciting to
offer.
Generational work styles:

It’s helpful for managers to not only identify their own work style but also the style of those they manage. One
way to do so is to take a “generational” view. The following are some typical characteristics of each
generation.
Traditional Generation members (born between 1922–1945) tend to:
• believe in conformity, authority and rules
• have a very defined sense of right and wrong
• be loyal, disciplined, logical, detail-oriented
• view an understanding of history as a way to plan for the future
• dislike conflict
• seek out technological advancements
• prefer hierarchical organizational structures
Baby boomers (born between 1946-1964) are drawn to:
• long hours at the office, including evenings and weekends
• building their career over the long term and loyalty to their employer
• viewing themselves and their career as one and the same
• commitment to quality and doing a good job
• “hanging tough” through difficult work situations and policies
• finding solutions to problems
• being in charge and respecting authority
Members of Generation X (born between 1965-1980) tend to:
• prefer high-quality end results over quantity
• set and meet goals and are very productive
• multitask
http://www.valueoptions.com/spotlight_YIW/pdfs/articles/Understanding_and_Managing_Different_Generati
ons.pdf

• balance work and life; like flexible working hours, job sharing
• see themselves as free agents and marketable commodities
• be comfortable with authority but not impressed with titles
• be technically competent
• value ethnic diversity
• love independence
Members of Generation Y (born between 1981-1994) tend to prefer:
• effecting change and making an impact
• expressing themselves rather than defining themselves through work
• multitasking all the time
• active involvement
• flexibility in work hours and appearance; a relaxed work environment
• teamwork
• on-the-job training
• getting everything immediately
• a balance of work and life
Tips for managing different generations
Managing the mixture of ages, faces, values and views is an increasingly difficult task. Ron Zemke, Claire Raines
and Bob Filipczak in their book Generations at Work: Managing the Clash of Veterans, Boomers, Xers, and
Nexters in Your Workplace describe it as “diversity management at its most challenging.”
How do successful companies handle this dilemma? According to Generations at Work, they build
nontraditional workplaces, exhibit flexibility, emphasize respectful relationships and focus on retaining talented
employees. Zemke, Raines and Filipczak recommend five ways to avoid confusion and conflict at work:
• Accommodate employee differences. Treat your employees as you do your customers. Learn all you can about
them, work to meet their specific needs and serve them according to their unique preferences. Make an effort
to accommodate personal scheduling needs, work/life balance issues and nontraditional lifestyles.
• Create workplace choices. Allow the workplace to shape itself around the work being done, the customers
being served and the people who work there. Shorten the chain of command and decrease bureaucracy.
• Operate for a sophisticated management style. Give those who report to you the big picture, specific goals
and measures. Then turn them loose. Give them feedback, rewards and recognition as appropriate.
• Respect competence and initiative. Treat everyone, from the newest recruit to the most seasoned employee,
as if they have great things to offer and are motivated to do their best. Hire carefully to assure a good match
between people and work.

• Nourish retention. Keeping valuable employees is every bit as important in today’s economy as finding and
retaining customers. Offer lots of training—from one-on-one coaching sessions, to interactive computer-based
classes, to an extensive and varied classroom curriculum. Encourage lots of lateral movement and broader
assignments.
A comparison of the youngest (Nexter), a random sample of age in 30s (Xer) and the oldest (Boomer)
respondent to this survey revealed:
There is considerable overlap between Xers and Nexters, yet in certain terminal and instrumental
values, Nexters seem to be closer to Boomers than Xers. Keeping the above excerpt in mind,
managers can identify the areas of overlap and redesign the micro environment to accommodate
individual differences to achieve maximum output.
Graphical representation of overlap and differences are on the following page.

Basic Values
20
18
16 18
17
14 16
15
12 14
13
10 12
11
8 10
9
6 8 Boomer
7
4 6
5 Xer
2 4
1 2 3 Nexter
0
Instrumental Values
20
18
16 18
17
14 16
15
12 14
13
10 12
11
8 10
9
6 8 Boomer
7
4 6
5 Xer
2 4
1 3 2 Nexter
0

Person-wise Analysis7
Basic Values Result
Intra-personal Inter-personal
Name Score Score
57 114 Moderately Interpersonal
97 73 Both set of values equally important
43 118 Strongly Inter-personal
7
Scoring key: Inter-personal Score>140 =Strongly Intra-personal, between 139 and 110=Moderately
Intrapersonal, between 70 and 109=Both set of values equally important, between 50 and 69=Moderately
Interpersonal, score<50=Strongly Inter-personal

Person-wise Analysis8
Instrumental Values Result
Name Morale Competence

71 100 Both Morale and Competence equally important
62 109 Competence moderately important
111 60 Morale moderately important
8
Scoring key: Competence Score>140=Values Morale highly, between 139 and 110=Morale moderately
important, between 70 and 109=Both Morale and Competence equally important, between 50 and
69=Competence moderately important, score<50=Competence most important

Conclusion
Our sample comprises of university educated Asians, professional working in different organizations.
Person-wise analysis reveals that most people fall somewhere in between the two extremes, and
hold a blend of inter and intra-personal values as dear to their belief system. Similarly, the
instrumental values are also a blend of the two, with cumulative scores falling in the mid-range.
This may indicate a healthy blend of the two sets of both values, the ends and the means, or it could
indicate a confused state with the potential to lead the respondents into a state of psychological
dissonance and develop a guilty conscience.
As honesty figures highly in most of the samples results, which would be a basis for inner harmony, I
personally feel optimistic, and consider the mid-range of the results as a positive sign.
That politeness and helpfulness figures low in most people’s priorities is an area of concern
managers will have to look into and develop a corporate culture of cooperation.
Lastly, in spite of providing a good insight into peoples’ values, as with most other RVS research, I
must conclude that there is very little basis to group peoples’ values as representatives of their age
or profession, and therefore, the results cannot be taken as conclusive.


Exhibits
A. Sample form
B. Sample scoring key
C. Filled-out forms (31)
D. Tabulated data for analysis (4)

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Rokeach Value

Statistical Analysis ................................................................................................................................... 5

Relative importance of each basic value ........................................................................................ 8

Instrumental Values: ......................................................................................................................... 17

Relative importance of each instrumental value .......................................................................... 20

Differences across Generations ............................................................................................................ 29

Person-wise Analysis ............................................................................................................................. 33

A. Sample form .............................................................................................................................. 37

Submitted by: Samiya Illias Page 2

Anthropologists have traditionally observed the behaviour of members of a specific society

Also appended are

Sample survey form exhibit

Sample scoring key

Filled-out survey forms

Tabulation of data extracted from forms

Submitted by: Samiya Illias Page 3

Individualistic: Generation X came of age in an era of two-income families, rising divorce

Technologically Adept: The Generation X mentality reflects a shift from a manufacturing

Value Work/Life Balance: Unlike previous generations, members of Generation X work to

Submitted by: Samiya Illias Page 4

Basic Value ranked 1

Submitted by: Samiya Illias Page 5

Submitted by: Samiya Illias Page 6

18% Social recognition

Submitted by: Samiya Illias Page 7

Relative importance of each basic value

Submitted by: Samiya Illias Page 8

Submitted by: Samiya Illias Page 9

Submitted by: Samiya Illias Page 10

Submitted by: Samiya Illias Page 11

Moving on to Inter-personal values...

10. A world at peace:

Submitted by: Samiya Illias Page 12

11. A world of beauty:

Submitted by: Samiya Illias Page 13

13. Family security:

Submitted by: Samiya Illias Page 14

15. Mature love:

16. National security:

Submitted by: Samiya Illias Page 15

17. Social recognition:

18. True friendship:

Submitted by: Samiya Illias Page 16

Instrumental Value ranked 1

An overwhelming percentage of people chose Honesty as of primary importance in helping them

Submitted by: Samiya Illias Page 17

Submitted by: Samiya Illias Page 18

Submitted by: Samiya Illias Page 19

Relative importance of each instrumental value

Submitted by: Samiya Illias Page 20

Submitted by: Samiya Illias Page 21

Submitted by: Samiya Illias Page 22

Submitted by: Samiya Illias Page 23

Moving on to Competence values:

Submitted by: Samiya Illias Page 24

Submitted by: Samiya Illias Page 25

Submitted by: Samiya Illias Page 26

Submitted by: Samiya Illias Page 27

Submitted by: Samiya Illias Page 28

Differences across Generations

Generational work styles:

Traditional Generation members (born between 1922–1945) tend to:

• believe in conformity, authority and rules

• have a very defined sense of right and wrong