The Variance of Value Judgment On Professional Growth Part II

The purpose of this study was to determine the variance of value dimensions on professional growth after participants had been made aware of their results and coached on their opportunities.

Editor’s note: This is the second in the series. In part 1The Variance Of Value Judgment On Professional Growth the HVP pre-test and post-test assessment scores were used to compare the changes in the scores between pre-test and post-test assessment value.

The scores were categorized in three categories:

  1. Intrinsic (I)
  2. Extrinsic (E)
  3. Systemic (S) value judgments.

There was enough evidence to support a statistical numerical variance difference in the Intrinsic value dimensions and in the Extrinsic value dimensions.

When subjects were provided with suggestions for positive growth and development during the HVP assessment pre-test score disclosure reporting coaching session.

Intrinsic value dimension and in the Extrinsic value dimensions the subjects applied the suggestions for improvements and professional growth and their scores improve significantly.

Systemic value dimensions when subjects were provided suggestions for positive growth and development during the Hartman Value Profile Assessment pre-test score. Disclosure reporting coaching session to improve their scores, there was evidence of some growth but not a statistically significant difference.

The literature review in this study looked at three other existing professional development assessment tools.

The DISC a behavior-based tool, the MBTI a personality-based tool and the 360 assessment feedback tool skills-based tool. Each of these tools confirms the lack of values-based assessment that the Hartman Value Profile (HVP) assesses.

The HVP value dimensions compliment the other assessments by looking at three distinctive areas—a person’s individuality, their purpose, and significance.

Three-dimension value types—the Intrinsic, Extrinsic, and Systemic as follows:

  • The Intrinsic value or the relational abilities or people side
  • The Extrinsic value or the aptitude for projects and processes
  • The Systemic value or the aptitude for long-term thinking (R. S. Hartman, 1973).

The study showed that the Intrinsic value dimension and the Extrinsic value dimension scores improved significantly in Part 1 of the HVP assessment between the pre-and post.

Indicative that in the areas of being able to think big picture, offering long-term ideas, strategically planning and ability to handle changes.

Individuals may not easily adjust or adapt to their surroundings. Perhaps the uncertainty that comes from long term planning, organizational restructures and conceptualizing the idea of planning for tomorrow without knowing what tomorrow brings.

These individuals may be able to perform everyday tasks and can relate to others around them well. However, when it comes to work-related activities that require futuristic planning and high-level ideas this individual may require extra supports (Lemmick, & Ruyter, & Wetzels, 1998).

The Systemic (S) Value scores

The ability to think big picture while comprehending implications and consequences of long-range planning, strategic visioning, and structural integrations scores. As noted in Part 1 of the world side (work side) of the HVP assessment dropped (a positive, desirable direction), but their drop was not statistically significant.

The minimal, insignificant change of the Systemic value scores could be the result of several things. Byrum (2016) emphasized that participants do best in situations where a relationship is established, and the right supports are in place.

Ivette Ruiz
Ivette Ruiz
Dr. Ivette Ruiz, President, Onward Horizons Leadership Development Associates is a cultural change catalyst, holistic coach, minister, author, backyard farmer, animal lover, mother of two and grandmother of three precious angels. She’s known for her bilingual motivational talks, her servant leadership style, humanitarian work and her ability to help people bridge differences and connect in more meaningful ways to minimize silos and create unity. She’s an accomplished diversity & inclusion (DI) and organization development professional with over 18 years of demonstrated experience and leadership capability in human resources, healthcare, academia, project management, start-ups and delivery of DI strategies with a proven track record of partnering with cross-functional leaders across matrix global organizations to increase awareness of enterprise level leadership development and DI initiatives. Strong and proven competencies in organizational development, team management, leadership development, training, performance review, business management and the creation of high-performing teams and individuals secured through strong interpersonal and collaborative skills that positively affect outcomes.

Featured Items