Description

The Work Value Survey (WVS) is an assessment instrument designed to examine the values that guide individuals’ attitudes, priorities, and decisions in the workplace. It is based on Shalom H. Schwartz’s theory of human values, according to which values function as broad guiding principles that influence the selection of goals and the evaluation of situations and behaviors.

In the occupational context, work values represent what individuals consider important in their professional lives, including autonomy, security, achievement, social contribution, positive interpersonal relationships, and opportunities for development. Their assessment contributes to understanding career choices, work motivation, job satisfaction, and adjustment to the organizational environment.

The Work Value Survey should not be confused with the international research program known as the World Values Survey, which uses the same abbreviation.

Scale Analysis

Schwartz’s theoretical framework distinguishes ten basic value categories:

  • Self-direction
  • Stimulation
  • Hedonism
  • Achievement
  • Power
  • Security
  • Conformity
  • Tradition
  • Benevolence
  • Universalism

These values are organized within a circular motivational structure. Adjacent values express compatible goals, whereas values located on opposing sides represent potentially conflicting priorities. For example, self-direction and stimulation emphasize openness to change, while security, conformity, and tradition are associated with stability and conservation.

In occupational research, individual work values may also be organized into four broader categories:

  • Intrinsic values, including autonomy, creativity, interesting work, variety, and opportunities for personal development.
  • Extrinsic values, including salary, job security, stable employment, and favorable working conditions.
  • Social values, including cooperation, social contribution, helping others, and positive relationships with colleagues.
  • Prestige values, including recognition, influence, authority, status, and professional advancement.

Purpose

The primary purpose of the Work Value Survey is to assess the relative importance individuals assign to different occupational goals and job characteristics. It enables the development of a work-value profile that can help identify the factors motivating employees and influencing their career-related decisions.

The instrument can be used to examine associations between work values and:

  • Occupational and career choices
  • Job satisfaction
  • Organizational commitment
  • Turnover intention
  • Work motivation
  • Job performance and workplace behavior
  • Person–organization fit
  • Career development and professional identity

Scoring

Scoring depends on the specific version or adaptation of the instrument. In the broader Schwartz Value Survey, respondents evaluate the importance of each value as a guiding principle in their lives using a scale ranging from −1 to 7. A score of −1 indicates that a value is opposed to the respondent’s principles, 0 indicates that it is not important, and 7 indicates that it is of supreme importance.

Some occupational adaptations use a five-point response scale ranging from 1 (“not at all important”) to 5 (“very important”). Therefore, the precise version, number of items, response format, and official scoring instructions should be identified before data analysis.

Scores for items belonging to the same dimension may be summed or averaged. Higher scores indicate greater importance assigned to the corresponding value. Interpretation should focus primarily on the relative position of each value within the respondent’s overall profile rather than only on absolute scores.

When comparisons are made between individuals or groups, researchers may consider adjusting dimension scores for each participant’s overall response tendency. This is particularly relevant because some respondents consistently assign high or low importance to nearly all values.

Data Analysis

Descriptive analysis may include means, standard deviations, medians, ranges, and frequency distributions. The internal consistency of each dimension can be assessed using Cronbach’s alpha or, preferably, McDonald’s omega.

Exploratory or confirmatory factor analysis may be performed to examine the instrument’s underlying structure. Differences between demographic, occupational, or organizational groups may be investigated using independent-samples t-tests, analysis of variance, or the corresponding nonparametric procedures.

Correlations and regression models may be used to examine relationships between work values and job satisfaction, organizational commitment, work engagement, turnover intention, or other occupational outcomes. Structural equation modeling may also be applied when investigating more complex relationships.

In cross-cultural research, measurement invariance should be established before comparing scores across countries, language groups, or cultural populations.

Applications

The Work Value Survey can be used in organizational psychology, career counseling, human resource management, vocational guidance, and educational research. It may provide useful information for career planning, job design, employee development, motivation systems, and understanding differences between occupational or generational groups.

The survey can also help organizations examine whether employees’ priorities correspond with the values, practices, and working conditions of the organization. A strong alignment may be associated with greater satisfaction and commitment, whereas a substantial mismatch may contribute to dissatisfaction or turnover intentions.

However, WVS findings should not be used as the sole criterion for recruitment, employee selection, promotion, or performance evaluation. Work values may be influenced by culture, age, career stage, socioeconomic conditions, organizational experiences, and changes in personal circumstances.

Reliability and Limitations

The psychometric properties of the instrument depend on the version, language, population, and scoring method employed. Consequently, reliability and validity should be evaluated within each new research context.

Researchers should also distinguish between general personal values and values expressed specifically in the workplace. Although these constructs are related, they are not identical. Before using a translated version, appropriate translation, back-translation, cultural adaptation, and pilot testing procedures should be followed.

References

Ros, M., Schwartz, S. H., & Surkiss, S. (1999). Basic individual values, work values, and the meaning of work. Applied Psychology: An International Review, 48(1), 49–71.

Schwartz, S. H. (1992). Universals in the content and structure of values: Theoretical advances and empirical tests in 20 countries. Advances in Experimental Social Psychology, 25, 1–65.

Schwartz, S. H. (1994). Are there universal aspects in the structure and contents of human values? Journal of Social Issues, 50(4), 19–45.

Schwartz, S. H. (1999). A theory of cultural values and some implications for work. Applied Psychology: An International Review, 48(1), 23–47.