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Recent studies have indicated that employee value congruence may influence the overall organizational commitment of a workforce. Despite the current research, there remains a gap in understanding how the Millennial generation of employees may compare to other generations in the values they hold. As the Millennial generation of employees continues to grow into the biggest working population, older workers are beginning to leave the organizations. This transition combined with the evolution of cultural norms and an ever-increasing workforce across nations are requiring organizational leaders to reexamine how to retain Millennial employees in a meaningful way. While studies have focused on the impact of value congruence in employees, there is a lack of exploration in what way this affects organizational commitment in Millennials. This study analyzed the potential relationship between value congruence and organizational commitment in 45 Millennial employees. Additionally, the study examined how job satisfaction mediates this relationship. Collecting data through self-report questionnaires allowed for quantitative data analysis utilizing multiple regression analyses. The results of the study showed that the relationship between value congruence and organizational commitment is not significant. While job satisfaction did not mediate this relationship, the results did show that it does mediate the effect of organizational commitment. There was not a significant difference between American and International Millennial employee results. As organizational leaders are determining measures for ethical adjustments, implications for social change would encourage making employees feel valued.