Measuring and benchmarking values alignment maturity: the OVAMI framework proposition

Purpose The purpose of this study is to develop the organisational values alignment maturity index (OVAMI) as a composite maturity framework for assessing how systematically organisations address values alignment across the employment relationship. The article thereby responds to the lack of structured tools for evaluating and benchmarking alignment-related practices beyond entry-stage assessment. Design/methodology/approach A composite index was developed around three dimensions of alignment-related practices: employee lifecycle stages, alignment assessment methods and organisational responses to misalignment. Its structure is illustrated through an initial empirical application based on survey data collected from 104 HR managers in organisations operating in Poland. Findings Most organisations operate at low to intermediate levels of alignment maturity, and alignment practices remain unevenly distributed across dimensions. Reactive responses appear more common than systematic assessment across lifecycle stages, revealing a structural gap between recognition, monitoring and action. Research limitations/implications OVAMI is introduced as a conceptual–methodological proposition and has not yet been fully validated across sectors, contexts or national settings. The findings provide an initial empirical illustration of the framework and point to the need for further refinement and testing. Practical implications Organisations can use the framework to diagnose structural gaps in alignment management, compare practices across contexts and identify which dimensions of alignment maturity remain least developed. Originality/value By shifting attention from individual-level outcomes to the organisational structuring of alignment-related practices, the article extends the P–O fit perspective and introduces a maturity-based approach to assessing alignment as an organisational capability.