Search results

The argument in this study is that employees differ in their motives in helping their organizations when they know that they may not be paid back for their efforts. This paper aims to examine whether these motives will lead to greater extra-role contribution in an organization.

The data of 124 pairs of employee in China have been used to develop and test the measurement of an “altruistic helping of organization” (AHO) in a pilot sample. In addition, AHO had been then tested as a motive for organizational citizenship behavior (OCB) using data collected from 245 pairs of employees in China.

Data from 124 pairs of employees in China have been used to develop and test the measurement of “altruistic helping of organization” in a pilot sample. The authors have proposed and validated whether procedural justice and conscientiousness predict for a new OCB motive – AHO, which explains for an incremental predictive power over the existing motives of OCB, namely, instrumentality, social exchange with the organization, organizational concern, prosocial values and impression management, on a data collected from 245 pairs of employees in China.

This is a cross-sectional study. In addition, the authors have only taken in samples in China, which may not be generalizable to other context.

Practitioners can devote resources to encourage employees to help without any consideration of returns. In addition, the fairness perception of organizational practices – procedural justice and individual characteristics – are necessary to induce AHO and other OCB motives.

This research provides that the social implication of arousing the basic underpinning of driving OCB is altruistic motive and not egoistic. This finding helps to stimulate individuals to have more helping behaviors towards the organization.

This study provides solid evidence for the suggestion by the original proponents of OCB that the distinction between rewarded and unrewarded criterion is blurred in OCB literature. Our findings suggest that altruistic helping does exist and that this explains for a significant proportion of extra-role behavior.

This article proposes that altruistic cause organizations must adopt a new marketing perspective in order to raise funds in an increasingly difficult environment. This new marketing perspective should begin with a basic understanding of motivations and behavior rather than the mere adoption of specific marketing techniques. The article attempts to provide some insight into donor behavior and suggests ways of translating this insight into marketing practice.

Building on trait activation theory, theory of other orientation, and self-perception theory, the purpose of this paper is to examine how employees’ perceptions of helping efficacy and instrumentality influence the relationship between their prosocial motive and helping behavior.

Data from 304 supervisor-subordinate dyads in South Korea were analyzed. Hypotheses were tested using hierarchical multiple regression.

The results show that prosocial motive had a stronger positive influence on helping behavior among employees with high levels of helping efficacy. However, contrary to our expectation, prosocial motive was more positively related to helping behavior when employees had high levels of helping instrumentality.

Organizations need to present employees with effective, standardized work procedures to make them feel efficacy in helping others. It is also necessary for organizations to consider helping behavior an important factor in performance evaluation and to signify to employees that helping behavior will be rewarded.

Helping behavior is critical for the effectiveness of both organizations and society at large; voluntarily helping people can enhance various kinds of performance at the societal level and can contribute to people’s welfare. Thus, it is necessary to teach people how to help others and to recognize helping behavior.

This study contributes to the understanding of when the influence of prosocial motive on helping is more strongly activated by incorporating employees’ perceptions of the contexts in which helping behavior operates – efficacy and instrumentality.

The purpose of this paper is to provide empirical evidence of the relationship between altruistic leader behavior and radical innovation, using organizational learning as an explanatory variable.

To confirm the hypotheses, structural equations were used on a data set from a survey carried out on Spanish firms with recognized excellence in human resources management.

The study empirically validates the conceptual model. Results suggest that organizational learning capability fully mediates the relationship between altruistic leader behavior and radical innovation.

The database used in the study is very heterogeneous. Future research might delimit the database by organization size or sector.

Results suggest ideas for organizations that want to implement a working environment that fosters innovation performance in order to achieve radical innovations.

This is one of the few studies to concentrate on altruistic leader behaviors as such. This paper contributes to understanding how altruistic leader behavior affects radical innovation and the key role played by organizational learning capability.

With the change in global and local markets and the emergence of new types of careers such as protean careers (which are values‐driven), individual values (i.e. citizenship behaviors, altruistic standards, and helping activities) seem to have a growing effect on decisions people make about significant choices in their lives such as the choice of a career. The authors apply a theory of protean career and citizenship/altruistic behavior to study career choices and career development amongst an international sample of MBA and MPA students. It is expected that values may lead to career choices in early stages of vocational search, but career choices and development may also affect one's values during the training process, especially during educational and professional schooling. This paper aims to focus on the issues surrounding career choice.

The study focuses on the first stage of the process of career choice at the beginning of MBA/MPA studies. A quantitative research design was applied by using a survey instrument that draws on a cross‐national study.

A positive relationship is found between good citizenship of altruistic behavior and protean career. This relationship is solid and generic beyond the effect of gender, age, or culture/national setting.

The findings point to some meaningful relationships amongst the studied variables and emphasize the need to direct MBA/MPA students to a value‐oriented educational program in their fields of expertise. The paper ends with a discussion of the theoretical and practical implications for future studies in career development.

The purpose of this paper is to investigate the agreement between supervisors and subordinates concerning the motives of organizational citizenship behaviors (OCB) and how the supervisors’ attributions affect their OCB ratings.

With the permission of seven large organizations in Macau, the authors conducted a survey of 500 employee-supervisor-co-worker triads. The final sample stood at 176 such triads with three hypotheses tested.

First, supervisors are more accurate when judging altruistic motives of subordinates’ OCB than with egoistic motives. Second, supervisor attribution of subordinates’ altruistic motives positively affects the supervisors’ OCB ratings. Third, employees who are motivated by altruistic motives perform more OCB actions those egoistically motivated.

The study adds to knowledge of how supervisor attribution of subordinates’ OCB motives affects their evaluation of the subordinates. It also provides evidence about the effect of OCB motives on the actual engagement in OCB. Findings of this study support the work of Organ et al. regarding the motives behind OCB and strengthen the role of attribution theory in studying OCB.

In the modern increasingly competitive milieu of cause marketing activities, both profit and nonprofit organizations expect their advocation of prosocial programs to gain the support of target customers. Previous research shows the effect from adding participant's personal attributes or social influence factors. This study considers the effects of benefit incentives and cost/reward influences to enhance prosocial behaviors.

Three between-subject experiments were conducted and SPSS Statistics ANOVA was employed to analyze the experimental results.

Rewarding time delays and prosocial efforts have no significant impact on the relationship between other-benefit incentives and willingness to engage in prosocial behaviors, but do significantly impact the self-benefit incentives condition. However, the negative effect of self-benefit condition can be mitigated by high rewards.

Since prosocial campaigns proposed by organizations in this study include both profit and nonprofit organizations, perhaps two category organization types should be attentively classified to evaluate the effects.

Under social marketing campaigns with self-benefit incentives conditions, the empirical findings of this study show that profit and nonprofit organizations can provide higher reward values to mitigate the adverse effects of high participating costs.

Social marketing campaigns with other-benefit incentives are less affected by high participating costs and highlight the value of altruism.

This study provides valuable suggestions for both profit and nonprofit organizations to use self-benefit/other-benefit incentives under cost related factors influence to encourage customers' prosocial behaviors.

The purpose of this paper is to examine the relationship between self-enhancement and helping behavior/intentions. Some people are more inclined than others to engage in helping behaviors. Determining what individual characteristics are related to helping behavior could have important implications for both marketers and non-profit organizations. Drawing on research on self-enhancement, this paper examines the relationship between the “above-average effect” (the tendency of individuals to rate themselves more favorably than they rate others) specifically on altruistic traits and helping behavior.

Data were collected through two surveys and analyzed with correlation analysis, path analysis and structural equation models.

In two studies, we find a positive relationship between interdependence and self-enhancement and a positive relationship between self-enhancement and helping behavior (volunteering in Study 1 and donation behavior in Study 2). We further show that self-enhancement mediates the effect of interdependence on helping. Personal importance of altruistic traits is shown to underlie these relationships.

By understanding the antecedents of helping behaviors, non-profit and charity organizations, social marketers and other advocates of pro-social behaviors can enhance the effectiveness of their appeals. Our findings provide insights for both messaging and targeting.

This study examines the relationship between self-enhancement and helping behavior. In so doing, it contributes to the self-enhancement literature by identifying the relationship between self-construal and self-enhancement. It also extends understanding of the relationship between these two constructs and helping behavior by revealing the mediating role of self-enhancement on helping behavior.

Charitable crowdfunding features are embedded in social media platforms to encourage pro-social behaviors. Although such new practice allows practitioners to leverage the power of a highly connected crowd, accomplishing the fundraising goal is still a challenge. This study seeks to understand what drives the donation intention in charitable crowdfunding features on social media platforms by examining the roles of social experience, empathy and personal impulsiveness.

A survey questionnaire was distributed to social media users in China to collect data. A total of 206 valid responses were analyzed using structural equation modeling to test the proposed hypotheses.

The results showed that empathy mediates interaction with the fundraiser and perceived proximity with the donatee on a user's donation intention. We also found that social influence on social media platforms positively influences empathy and donation intention. In addition, personal impulsiveness was found to moderate the relationship between empathy and donation intention.

This study contributes to existing literature and practices. It identifies three dimensions of social experience and examines their effects on donation intention, providing insights into the charitable crowdfunding features on social media. Moreover, this study extends the understanding to empathy by delineating its mediating role in the relationship between social experience and donation intention and examining how personal impulsiveness moderates the effect of empathy on donation intention. Furthermore, this study provides valuable insights for practitioners to craft strategies to stimulate pro-social behaviors and increase donations.

This paper aims to build a moderate mediation model to delineate when and how employee with perceived overqualification will exert extra effort and therefore engage in more altruistic helping behavior.

The research hypotheses were empirically tested using multitime and multisource survey data. Given the nested nature of data (i.e. 52 immediate supervisors rated 143 subordinates), multilevel structural equation modeling analyses within Mplus were conducted to test the proposed model.

The results support the proposed moderated mediation effect and indicate that perceived overqualification is positively related to extra effort on a condition that there is either strong desire for higher workplace status or more developmental job opportunities. The extra effort will subsequently lead to more altruistic helping behavior.

Based on the findings of this paper, human resource managers should consider the job applicant’s desire for workplace status and the organizational context the employer can provide when hiring overqualified employees. Second, organizations should carefully conduct job design to improve overqualified employees’ on-the-job developmental experiences. Third, training programs should be conducted to help satisfy needs and improve workplace status of overqualified employees, so that they can exert extra job effort and engage in pro-organizational behaviors.

Drawing on motivation–opportunity–ability theory, this paper extends the limited understanding of important boundary conditions under which perceived overqualification can be beneficial. The findings add to the knowledge on extant literature by identifying altruistic helping behavior as a new outcome of perceived overqualification.