Hindering the help: Politics and engagement in volunteer service organizations

Perceived organizational politics and quitting plans: an examination of the buffering roles of relational and organizational resources

“…The central theoretical contribution of this research is that it pinpoints several hitherto overlooked contingency factors that mitigate the escalation of perceived organizational politics into enhanced turnover intentions. This contribution complements the well-established argument that for employees who are convinced that self-serving drivers define organizational decision making, the associated threats to their professional well-being tend to stimulate a desire to release their frustrations, in the form of plans to quit (e.g., Harris et al, 2007b;Miller et al, 2014). Unfavorable decision-making processes compromise their organizational standing and (Abbas et al, 2014;Siu et al, 2013).…”

“…Yet another detrimental outcome is turnover intentions: Employees might start to make concrete plans to leave their current employment (Memon et al, 2019). Previous studies cite a positive relationship between perceived organizational politics and turnover intentions (Harris et al, 2007b;Miller et al, 2008Miller et al, , 2014, moderated by employees' psychological capital (Abbas et al, 2014), perceptions of control (Poon, 2004), and beliefs about distributive and procedural justice 3 (Harris et al, 2007a). To add to such research insight, we theorize about several additional, hitherto unexplored resources-embedded in peer exchanges and the organizational environment-that might diminish the chances that self-serving organizational decision-making processes spur contemplations of alternative employment.…”

“…Intentions reflect employees' desire to quit voluntarily (Bozeman and Perrewé, 2001), and they can drive actual turnover (Steel and Ovalle, 1984;Tse et al, 2013). But actual turnover also is influenced by external factors, such as available employment opportunities (Mano-Negrin and Tzafrir, 2004), so investigations of turnover intentions, instead of behaviors, are more relevant for explicating how internal organizational factors (e.g., dysfunctional political games) indirectly influence turnover rates (Chang et al, 2013;Miller et al, 2014). Investigating turnover intentions, instead of behaviors, also has significant value considering their direct challenges to the organization and employees.…”

Direct and Indirect Effects of Transformational Leadership on Volunteers’ Intention to Remain at Non-profit Organizations

“…In volunteering, Chacón et al (2007) developed the three-stage model, suggesting that the best predictors of volunteers' intention to remain are satisfaction, organizational commitment, and role identity. The relationships between variables proposed by this model have been empirically tested (Fuller, 2011;Hyde et al, 2016;Larkin, 2015;Malinen & Harju, 2017;Miller et al 2014;Vecina & Chacón, 2017). However, the role of transformational leadership as an antecedent of satisfaction, organizational commitment, and role identity, and the possible indirect effect of transformational leadership on volunteers' intention to remain through these three variables, have not been sufficiently investigated.…”

Communicating our way to engaged volunteers: A mediated process model of volunteer communication, engagement, and commitment

“…NPOs rely on effective, committed volunteer workforces to achieve their missions. In accordance with this need, exacerbated by the continually decreasing trend of volunteerism in the USA (Bureau of Labor Statistics, 2016), previous work has focused largely on concepts that help explain the length of volunteer service, such as satisfaction, organizational commitment, and intentions to quit (Allen & Mueller, 2013;Cnaan & Cascio, 1998;Miller, Adair, Nicols, & Smart, 2014). Recently, volunteer literature has acknowledged the role of engagement as another aspect which may help explain the influence of volunteers' experiences on subsequent attendance outcomes (Alfes, Shantz, & Bailey, 2015;Harp, Scherer, & Allen, 2016;Huynh, Xanthopoulou, & Winefield, 2014;Malinen & Harju, 2016).…”