When Misaligned Values Lead to Slacking: How Cultural Orientations Shape Employees’ Procrastination

What is it about?

This study explores why employees who feel that their personal values do not align with those of their organization—a condition called person–organization misfit—are more likely to procrastinate on work tasks. Drawing on Conservation of Resources (COR) theory, the research suggests that such misfit drains employees’ psychological resources by making them feel disconnected and frustrated at work. To protect themselves from further depletion, employees often develop plans to quit—and these turnover intentions, in turn, lead to higher levels of procrastination. Using survey data from 245 employees in the Canadian education sector, the study shows that turnover intentions link value misfit to procrastination: when employees feel their organization’s values conflict with their own, they mentally disengage, leading to delayed tasks and reduced motivation. The study also highlights two cultural orientations. Employees high in uncertainty avoidance—those who dislike unpredictability—are more prone to quitting plans and procrastination, while collectivistic employees, who value group harmony, are less likely to withdraw under misfit. Overall, the study explains how value misalignment can silently erode productivity, showing that procrastination may be less about laziness and more about psychological self-protection when employees feel they don’t belong in their organization.

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Photo by Vitaly Gariev on Unsplash

Photo by Vitaly Gariev on Unsplash

Why is it important?

This article offers a new framework linking person–organization misfit, turnover intentions, and procrastination through Conservation of Resources theory. It identifies turnover intentions as a resource-protection mechanism, showing how employees cope with value incongruence by mentally distancing themselves and delaying effort. By introducing uncertainty avoidance and collectivistic orientations as moderators, the study deepens understanding of cultural factors that influence employees’ responses to organizational misalignment. The research is timely as workplaces increasingly stress value alignment, inclusion, and purpose. Yet mismatches between personal and organizational ethics remain common, and this study shows how such misfits subtly erode engagement and timeliness. Its findings warn managers that procrastination may signal value tension rather than poor discipline, urging leaders to sustain cultural fit and open value dialogue. By linking psychological misfit to performance through resource dynamics, the study advances theory and guides motivation in diverse, ethically sensitive settings.