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Toward a conceptual framework of employee volunteerism: an aid for the human resource manager

Gary D. Geroy (Colorado State University, Colorado, USA)
Philip C. Wright (Hong Kong Baptist University, Hong Kong)
Laura Jacoby (Colorado State University, Colorado, USA)

Management Decision

ISSN: 0025-1747

Article publication date: 1 May 2000



The purpose of the research is to provide HR managers with some guidance, as they develop employee volunteer programs to meet specific workforce needs. Structured interviews were conducted with eight employees. The data suggest that employees who volunteer time believe that such experiences benefit them personally and improve their ability to perform their work duties. There were slight differences in program type, with those employees involved in programs characterized by high management support and commitment tending to perceive that they reap high overall rewards for their volunteer activities. The perceived impact of volunteer activities on employees included: an improved ability to cope with job challenges; the development of contacts and skills that can be used on the job; improved self‐esteem and a sense of pride. These factors can increase employees’ ability to be proactive problem solvers on the job.



Geroy, G.D., Wright, P.C. and Jacoby, L. (2000), "Toward a conceptual framework of employee volunteerism: an aid for the human resource manager", Management Decision, Vol. 38 No. 4, pp. 280-287.




Copyright © 2000, MCB UP Limited

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