This paper presents a conceptual model describing the influence an organization and certain non-work factors have on employees' value orientation. It is argued that since values differ with regard to their resistance to change influences, core values which are less susceptible to change should be distinguished from periphery values which are more susceptible. Hence, the socialization of employees' values at work is not only a function of the influences exerted by the organization, but also to which values these influences are directed. It is proposed here that organizational influence may affect periphery values, while core values are affected by non-work influences. A preliminary test of this model is conducted by path analyzing secondary data from 544 Israeli workers. The results basically support these propositions.
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