(Mis)Using employee volunteering for public relations: Implications for corporate volunteers' organizational commitment

Gatignon‐Turnau, Anne‐Laure; Mignonac, Karim

doi:10.1016/j.jbusres.2014.05.013

Cited by 75 publications

(116 citation statements)

References 59 publications

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“…A significant number of empirical studies have focused on the various policies and procedures that companies employ in order to encourage corporate volunteering (Basil et al, 2009;Booth et al, 2009; Cavallaro, 2006;Gatignon-Turnau & Mignonac, 2015). Some of the most common of these practices include: time benefits -such as time-off for volunteering or adjusting schedules to accommodate volunteering, financial support -such as donations of goods (e.g., prizes, gift certificates, t-shirts) and paying entry fees, and logistical support -such as the use of company facilities, equipment, and transportation.…”

Section: Emergence Of a Corporate Volunteering Climatementioning

confidence: 99%

“…In addition, Gatignon-Turnau & Mignonac (2015) provide some evidence that public relations attributions for corporate volunteering programs harm employee reactions. Understanding these types of nuances regarding corporate volunteering programs would provide better guidance to companies on where to focus their efforts and investments in order to create the most successful environment possible.…”

Section: Limitations and Future Researchmentioning

confidence: 99%

See 1 more Smart Citation

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

Rodell¹,

Booth

Lynch

et al. 2017

AMJ

100

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Section: Emergence Of a Corporate Volunteering Climatementioning

confidence: 99%

Section: Limitations and Future Researchmentioning

confidence: 99%

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

Rodell¹,

Booth

Lynch

et al. 2017

AMJ

100

View full text Add to dashboard Cite

“…A wide range of actions fit into this category, including allowing employees to use company facilities, equipment, or transportation (Basil et al, 2009;Booth et al;Cavallaro, 2006); donating goods, such as prizes, gift certificates, or T-shirts, for the volunteering efforts (Booth et al;MacPhail & Bowles, 2009); making financial donations to the charity Booth et al;Gatignon-Turnau & Mignonac, 2015;Peterson, 2004b); or providing financial support, such as paying entry fees or reimbursing costs, for employee volunteering efforts (Booth et al; Cavallaro; Gatignon-Turnau & Mignonac). Third, several scholars have examined the role of employer recognition of employee volunteering.…”

Section: Table 1 (Continued)mentioning

confidence: 99%

“…However, outside of a few exceptions, most of this work has not examined the possible risks of volunteering (e.g., Kiviniemi et al, 2002;Rodell). In one exception, Gatignon-Turnau and Mignonac (2015) recently found that the positive relationship between company support for volunteering and organizational commitment disappeared when employees attributed that support to public relations motives. Moreover, Kiviniemi et al found that volunteering in order to fulfill multiple motives (compared to a single motive) was detrimental and related to greater stress and lower satisfaction.…”

Section: Personal Outcomesmentioning

confidence: 99%

Employee Volunteering

Rodell¹,

Breitsohl²,

Schröder

et al. 2015

Journal of Management

138

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Employee volunteering is a topic of growing importance in workplaces around the globe. Likewise, research on employee volunteering has seen a marked increase over the past decade, particularly in leading management and psychology outlets. Despite this increasing visibility, there is little consensus on the state of the literature or directions for the future. In particular, research is currently based on a variety of different definitions and operationalizations and is spread across several disciplines. In order to advance management research on employee volunteering, this review focuses on three contributions: (1) clarifying the definition and various forms of employee volunteering, (2) reviewing the current body of knowledge on employee volunteering, and (3) providing a future research agenda for the role of employee volunteering in the workplace. Keywords: employee volunteering; work life management; corporate social responsibility; reviewEmployee volunteering is a topic of growing importance in workplaces around the globe. Each year, reports suggest that employees continue to devote time and effort-either on their personal time or as part of a company initiative-to volunteering (Bureau of Labor Statistics, 2013 worldwide support employee engagement in charitable activities as part of their strategy for corporate social responsibility (Basil, Runte, Easwaramoorthy, & Barr, 2009). Indeed, estimates suggest that close to 90% of companies now support employee volunteering in some fashion (Committee Encouraging Corporate Philanthropy, CECP, 2011; Points of Light Foundation, 2006). Reports also indicate that the newest generation of employees places significant value on volunteering opportunities when evaluating employers (Deloitte Development, 2014).In reaction to this growing attention to volunteering in practice, research on employee volunteering has markedly increased-particularly in leading management and psychology outlets (e.g., Caligiuri, Mencin, & Jiang, 2013;Grant, 2012;Jones, Willness, & Madey, 2014;Rodell, 2013). This work has largely demonstrated that employee volunteering is beneficial for both employees and companies. It provides an opportunity for employees to develop skills, improving morale and ultimately performance (Caligiuri et al.;Jones, 2010;Rodell), and serves as a resource to attract and retain employees (Jones; Jones et al.).Beyond the increasing popularity of this topic in both research and practice, there are several additional reasons for presenting an integrative analysis and discussion of this literature. First, there is little definitional and operational consensus about the construct of employee volunteering (e.g., Grant, 2012;Penner, 2002;Rodell, 2013; see also Clary & Snyder, 1999;Musick & Wilson, 2008). Scholars have adopted different definitional approaches, for example, examining the intensity versus longevity of volunteering efforts (e.g., Booth, Won Park, & Glomb, 2009;Caligiuri et al., 2013). In addition, they have conceptualized volunteering as having different boundar...

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“…Then, literature also states that employees perceptions about company supporting a CV just with imagen purposes, makes they have less emotional committed to the program in question (Gatignon-Turnau and Mignonac, 2015). In this sense, we see that the exclusivity of instrumental motives may damage the relationship between company and employee (Henning and Jones, 2013) and can make employees perceive it with suspicion (Pajo and Lee, 2011).…”

Section: Motivations Arising From Job Satisfaction Autonomy and Selfmentioning

confidence: 78%

Brakes and barriers of Corporate Volunteering

Santos

Fernández²

2017

Ciriec-España

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The objective of this research is to study which are the determinants for the participation of employees in Corporate Volunteer actions -hereafter CV-that can become barriers and brakes, and which ones can mean negative consequences for the company. Ignorance of managers for these programs, about which are those brakes and its relevance, may be behind the low participation fees that companies have in their Corporate Volunteering Programs.For this purpose, we conducted a qualitative empirical study to define a model, based on the motivations and determinants of employee participation in corporate volunteer programs. The methodology that we use in order to advance the understanding of this field is common in the dynamics of so-called Discussion Groups or Focus Group (FG). We believe that this methodological approach fits well with the research question and objectives that guide us in this work, since it will allow the reconstruction of real social situations and to capture the interaction between different discourses.We trust the fact the model proposed really allows advance in knowledge of Corporate Volunteer field, as literature suggested, and we offer a conceptual framework to managers in order to develop CV programs that allows mitigating potential risks and increasing employee participation effectively.KEYWORDS RESUMEN Barreras y Frenos al Voluntariado CorporativoObjetivos El Voluntariado Corporativo (VC) es un fenómeno en desarrollo con el que pueden ganar la empresa, los empleados y la sociedad. Esta circunstancia choca con que las cuotas de participación de los empleados en este tipo de programas son realmente bajas. Esto se debe a que los motivos de la corporate philanthropy no han sido comprendidos completamente. Sobre todo, falta investigación en lo referido a los determinantes del VC. Sin aclarar este extremo, no resultará fácil conseguir que aumente la ratio de voluntarios. En definitiva, se aprecia que, si bien los programas de VC crecen en importancia, la investigación empírica es todavía muy escasa y poco conocida.Así, nuestra investigación persigue conocer cómo opera la voluntad de cooperar en el VC con ánimo de incrementarlo, o lo que es lo mismo, cómo podemos incrementar la participación de los empleados en los programas de VC. Para esto necesitamos conocer: cuáles son los factores determinantes y las motivaciones de los empleados para participar en el VC, y cuáles son las barreras y frenos que impiden o dificultan dicha participación. Nuestra investigación pone el foco en el segundo punto -frenos y barreras-lo que menos se conoce, y para lo que necesitamos estudiar tanto a los participantes en VC como a aquellos otros que no participan en actividades de VC. Diseño, metodología y aproximaciónEsta investigación persigue obtener la comprensión holística del problema desde un abordaje cualitativo empleando el método de Grupos de Discusión (GD), ampliamente utilizado en ciencias sociales, porque genera diversidad y diferencia; porque permite estudiar actitudes, opiniones y prácticas de lo...

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(Mis)Using employee volunteering for public relations: Implications for corporate volunteers' organizational commitment

Cited by 75 publications

References 59 publications

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

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

Employee Volunteering

Brakes and barriers of Corporate Volunteering

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