The congruence of motives and incentives in a voluntary organization

Puffer, Sheila M.; Meindl, James R.

doi:10.1002/job.4030130409

Cited by 29 publications

(30 citation statements)

References 16 publications

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“…However, social ties (familiarity with the recipients of help), and the perception of being linked to others through a shared humanity proved to be factors explaining altruistic behaviour. Puffer and Meindl (1992) found that rational incentives may have either no or even negative effect on participation on a sample of United Way volunteers, a finding that contradicts Olson's hypothesis which suggests a positive correlation between such incentives and participation in voluntary activities. To summarise, the attitudinal model explains philanthropic behaviour by the altruistic motives of the actors or the personal gratification they receive from engaging in such behaviour.…”

Section: Introductionmentioning

confidence: 60%

Show me the way to the next worthy deed: Towards a microstructural theory of volunteering and giving

Sokolowski

1996

Voluntas

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Using the data from a survey undertaken in the United States in 1992, this article examines the effects of altruism, self-interest and social ties on motivations to give and volunteer, as well as the effects of volunteering on definitions of life goals. Social ties with non-profit organisations were good predictors of both the value of charitable contributions and the time volunteered for charitable causes. The level of prior philanthropic activism and social connections with philanthropic institutions had an effect on life goals. Altruism and the desire for self~improvement had effects on volunteering, but not on giving. Utilitarian motives (expected career advancement) had no observable effects on volunteering or giving. Based on those findings, a general microstructural model of philanthropic behaviour is proposed.

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Section: Introductionmentioning

confidence: 60%

Show me the way to the next worthy deed: Towards a microstructural theory of volunteering and giving

Sokolowski

1996

Voluntas

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“…1 We focus our attention on the nature and roles of individual values in the workplace, the impact of shared values on individual and organization performance, and the process of managing workplace values. Puffer & Meindl, 1992). Kanungo and Conger (1993), for example, describe how organizations' emphasis on competition for internal recognition and reward, as well as external marketplace competition, may be in conflict with employees' cooperative and altruistic tendencies.…”

Section: Literature Reviewmentioning

confidence: 97%

Values Management

Paarlberg

Perry

2007

The American Review of Public Administration

153

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This article explores the process by which formal management systems foster the creation of shared organization values, addressing the basic question: Can workplace values be "managed?" Drawing upon interviews conducted at a Department of Defense installation with civilian employees and managers over a 5-year period, we use comparative case analysis to explore differences in the relationships between installation practices and social values across highperforming and low-performing work units. Our findings suggest that strategic values are motivating to employees to the extent that they reflect employees' internal affective, normative, and task-oriented values, a zone of existing values. Although values management is a social process that results from routine interactions, formal management systems provide opportunities to enhance the social interactions that are motivating to employees. Middle managers play key roles in using formal management systems to integrate the organization's strategic practices with values that derive from employees' societal, cultural, and religious experiences.

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“…As the nature of non-profit organizations is to provide services for the benefit of society, organizations, and individuals, it is reasonable to support the impact of leadership behaviors on follower performance in different contexts (De Hoogh et al, 2005;Puffer & Meindl, 1992). A leader should depict his/her individualized benevolence that evokes follower performance.…”

Section: Theoretical and Managerial Implicationsmentioning

confidence: 98%

Benevolent leadership and follower performance: The mediating role of leader–member exchange (LMX)

2011

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This study examines leader-member exchange (LMX) as a mediator of the relationship between benevolent leadership and follower task performance and extra-role performance. Using a sample of 223 leader-member dyads in a nonprofit organization in the People's Republic of China, results indicate that benevolent leadership and LMX are positively related to follower task performance and organizational citizenship behavior towards the organization (OCBO). Findings also support that LMX partially mediates the relationship between benevolent leadership and follower task performance as well as fully mediates the relationship between benevolent leadership and OCBO. Implications for the theory and practice of leadership in Asia are discussed.

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The congruence of motives and incentives in a voluntary organization

Cited by 29 publications

References 16 publications

Show me the way to the next worthy deed: Towards a microstructural theory of volunteering and giving

Show me the way to the next worthy deed: Towards a microstructural theory of volunteering and giving

Values Management

Benevolent leadership and follower performance: The mediating role of leader–member exchange (LMX)

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