Corporate Volunteering Climate: Mobilizing Employee Passion for Societal Causes and Inspiring Future Charitable Action

Rodell, Jessica B.; Booth, Jonathan E.; Lynch, John W.; Zipay, Kate P.

doi:10.5465/amj.2015.0726

Cited by 78 publications

(107 citation statements)

References 70 publications

(122 reference statements)

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“…Today, both the corporate world and society as a whole are promoting the notion that employers are not only responsible for creating jobs and profits, but should also be thinking about how their organizations affect society and the general public. Many companies have already introduced corporate volunteering programs, and others are planning to do so (Rodell et al, 2017), which has led to a growing need for research in this area (Rodell et al, 2017). …”

Section: Introductionmentioning

confidence: 99%

“…Organizations that engage in volunteering implement “formal and informal practices and policies in order to support their employees and allow them to spend time doing volunteer activities” (Rodell et al, 2017). The most common practices are time-related benefits such as flexible work time and paid leave, financial benefits such as reimbursement of costs, various gifts, event tickets, purchase of the necessary materials, and logistical support, such as use of the employer’s buildings and equipment, and transport at company expense (Booth et al, 2009; Rodell et al, 2017).…”

Section: Introductionmentioning

confidence: 99%

“…The most common practices are time-related benefits such as flexible work time and paid leave, financial benefits such as reimbursement of costs, various gifts, event tickets, purchase of the necessary materials, and logistical support, such as use of the employer’s buildings and equipment, and transport at company expense (Booth et al, 2009; Rodell et al, 2017). Employers can enter into pre-planned formal agreements with volunteer organizations, or more informal and flexible arrangements.…”

Section: Introductionmentioning

confidence: 99%

“…The corporate volunteering climate (Rodell et al, 2017) is a perception or belief shared by employees with regard to the employees’ participation in their employer’s volunteer program. This climate reflects a sense within the organization that volunteering behavior is “something that people do here” (Rodell et al, 2017).…”

Section: Introductionmentioning

confidence: 99%

“…This climate reflects a sense within the organization that volunteering behavior is “something that people do here” (Rodell et al, 2017). …”

Section: Introductionmentioning

confidence: 99%

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Corporate Volunteering: Relationship to Job Resources and Work Engagement

2018

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Employers are increasingly including volunteer activities in their social responsibility programs. At companies at which this is done in a planned manner, we can speak of the development of a corporate volunteering, which correlates with numerous positive psychological outcomes at both the individual and the organizational level. The aim of the study was to investigate the relationship between the corporate volunteering programs and job characteristics, connected with work engagement. In our study we were interested in identifying the role of the corporate volunteering in the evaluation of job resources and work engagement. The study included 274 employees from 15 Slovenian companies, of whom 62% participate in their organizations’ volunteer activities. They filled out the Job demands and resources questionnaire, the Utrecht Work Engagement Scale (UWES-17) and a scale for measuring the corporate volunteering climate. The results indicate that the carrying out of volunteer activities correlates with the perception of the corporate volunteering climate. Employees whose employers implement volunteering programs are more engaged and report higher levels of both autonomy and support from their co-workers and supervisors. Theoretical and practical implications are discussed.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

“…This climate reflects a sense within the organization that volunteering behavior is “something that people do here” (Rodell et al, 2017). …”

Section: Introductionmentioning

confidence: 99%

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Corporate Volunteering: Relationship to Job Resources and Work Engagement

2018

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Heading for the better future with my company: Work‐related prosocial intentions as a function of moral foundations and consideration of future consequences

Nowakowska,

Duda,

Szulawski

2024

Community & Applied Soc Psy

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In the current study, we aimed to investigate whether moral foundations and consideration of future consequences are related to prosocial intentions at work (corporate volunteering intention and pro‐environmental behaviours and practices). Four hundred forty participants, employees from medium‐ and large‐sized organisations, participated in the study. The results showed that most of the assumptions were confirmed. Individualising moral foundations were positively linked to corporate volunteering intentions and pro‐environmental behaviours and practices. Binding moral foundations were positively related to corporate volunteering intentions and general pro‐environmental behaviours at work but negatively to pro‐environmental individual practices. Consideration of future consequences related positively to corporate volunteering intentions and pro‐environmental behaviours at work only when individualising moral foundations were high. This relationship was also observed when binding moral foundations were low or average. The present findings are of interest to employers, corporate psychologists, business executives, and educators raising awareness about social and environmental responsibility.

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Synthesizing and comparing the different effects between internal and external corporate social responsibility perceptions and organizational citizenship behavior: A need theory perspective

Chen

Hansen

Cai

2022

Corp Soc Responsibility Env

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This study examines the comparative effects of internal and external CSR perceptions on organizational citizenship behavior (OCB) and focuses on two consequences to compare CSR perception types. It also attempts to develop logical linkages between CSR perceptions and OCB through individual-level psychological mechanisms, perceived external prestige, and affective commitment. The study is centered around the Chinese manufacturing and service industries using an online data-collection platform similar to Qualtrics. The structural equation modeling technique was based on 200 supervisor/subordinate dyads. The quantitative analysis utilized SPSS and AMOS software. Results demonstrate that internal CSR perception has more benefits for OCB than external CSR perception. Since internal CSR inputs are often neglected by companies, results provide scholars and managers with a new view to pay attention to the potential of internal CSR inputs.

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Corporate Volunteering Climate: Mobilizing Employee Passion for Societal Causes and Inspiring Future Charitable Action

Cited by 78 publications

References 70 publications

Corporate Volunteering: Relationship to Job Resources and Work Engagement

Corporate Volunteering: Relationship to Job Resources and Work Engagement

Heading for the better future with my company: Work‐related prosocial intentions as a function of moral foundations and consideration of future consequences

Synthesizing and comparing the different effects between internal and external corporate social responsibility perceptions and organizational citizenship behavior: A need theory perspective

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