Search results

The authors argue that many core findings are not as established as often assumed in the study of corporate volunteering programs, and they assess this possibility by reporting a meta-analysis of both organizational and employee participation that includes relations with antecedents and outcomes at both organizational and employee levels.

The authors perform a meta-analysis of 57 sources, including 30 peer-reviewed articles, 16 theses/dissertations, 8 unpublished manuscripts, 2 conference presentations and 1 book chapter.

Of the antecedents, organizational size only had a small relation with organizational participation, but the effect of corporate social responsibility orientation was very large on organizational participation. Demographic characteristics as well as personality traits had a small relation with employee participation, whereas the effect of volunteering attitudes was large on employee participation. Of the outcomes, organizational participation did not significantly relate to customer perceptions. Employee participation had nonsignificant or small relations with well-being, commitment, job satisfaction and positive behaviors; however, organizational participation also significantly related to all employee-level outcomes, and the effect was significantly stronger than employee participation for two of four outcomes.

Organizations can better understand the true influence of corporate volunteering programs, aiding their bottom line and employee well-being.

Several commonly assumed antecedents and outcomes do not relate to corporate volunteering participation, and future research should be redirected to more influential effects. The authors’ discussion highlights theories that may be particularly beneficial for the study of corporate volunteering, including social identity theory and role expansion theory.

This exploratory survey study investigated the alleged benefits associated with corporate volunteer programs. The results demonstrated that employees viewed volunteerism as an effective means of developing or enhancing several types of job‐related skills. This was particularly true for female employees and employees participating in a formal volunteer program. The results also demonstrated that organizational commitment was higher for volunteers from companies with a corporate volunteer program than for non‐volunteers with organizations without a corporate volunteer program. Finally, the results indicated that job satisfaction was related to volunteerism among female employees, but not for male employees.

This paper aims to contribute to the growing body of research which demonstrates corporate social responsibility (CSR) initiatives can be linked to individual-level outcomes, such as employee engagement, using a quasi-experimental field study to provide initial evidence of a casual effect for such programs.

The authors examined whether participating in an international corporate-sponsored volunteer program increased employee engagement by comparing a sample of employees, matched on their pre-trip engagement scores and other demographic variables, with employees who did not volunteer in the program and comparing the differences in this employee engagement after completing the volunteer experience.

Using an exact matching technique, the authors were able to isolate the influence of the volunteer program on employee engagement and demonstrate that the program was associated with increased employee engagement after the program ended.

This study provides additional, and stronger, support on the CSR and employee engagement relationship through isolating the causal influence of the volunteer program on engagement. Thus, it provides additional justification for the use of, and financial investment in, such programs by organizations.

The purpose of this paper is to examine how some of the key aspects of employee motivation and their perception of volunteering programs impact their participation in corporate volunteering. Specifically, this study argues that employee’s self-oriented motives to significantly influence employee participation than other-oriented motives. Similarly, this study also hypothesized that the corporate volunteering program characteristics to significantly relate to employee participation in corporate volunteering.

The data were collected from 461 employee volunteers representing various industries across four different locations in India. A self-reported method was used to collect the data by administering the questionnaires.

The structural equation modeling results indicate that other-oriented motives (altruistic) and characteristics of corporate volunteering programs to significantly predict employee participation in corporate volunteering and self-oriented motives did not show significance in predicting employee participation.

Results suggest that employee participation in volunteering is a function of not merely employee motivation but also how the volunteering programs are conceptualized and implemented.

This research study moves beyond mere role of employee motives analysis and considered the role of characteristics of corporate volunteering programs to impact employee volunteering behavior. Further, it highlights there is a differential impact of self- and other-oriented motives in predicting employee participation.

This study aims to provide insight on how work–life initiatives impact employees. Using corporate volunteer programs as an example, the authors examine the role of coworker social influence in shaping the reactions of both employee participants and non-participants of the program. The paper further identifies several factors that may moderate these relationships.

The authors surveyed employees before and after the implementation of a new corporate work–life initiative. 99 employees provided data pre and post. OLS regression and hierarchical linear modeling were used to test hypothesized relationships.

Even in the context of low participation, work–life initiatives engendered positive organization-related perceptions among employees. These positive outcomes were due in part to coworkers' sharing of their volunteer experiences and were most prominent for employees in positions that afforded flexibility, and employees who reported close ties with coworkers.

The study deepens our understanding of employee reactions to work–life programs and underlines the importance of these programs even when employee participation is low. The role of coworker influence as a determinant of employee reactions suggests there may be value in purposefully fostering participants' sharing of volunteer experiences in the workplace.

This study takes a unique approach to examining the role of coworker influence in shaping employee reactions to corporate initiatives.

This study assesses the relevance of both individual and contextual factors as an antecedent to employee participation in corporate volunteering (CV) activities and affective organizational commitment and inter-role conflict as an outcome of employee volunteering. This study draws from the functional theory of motivation, social exchange theory and role strain perspective to explain hypothesized relationship of the study constructs.

A questionnaire survey was administered with 461 employee volunteers who had participated in company-sponsored volunteering programs. The authors adopted structural equation modeling (SEM) to test the study hypotheses.

The findings from the survey suggest that altruistic motives and organization CV capability will impact employee's participation in CV. The results highlight that employee participation in CV enhances affective organizational commitment, indicating that employee volunteering creates inter-role conflict.

Though the study has identified inter-role conflict as a potentially unfavorable outcome, exploring when and how employee volunteering will create a negative effect will add significant value to organizations to protect the interest of their employees.

This study provides insights to understand the relative effects of self- and other-oriented motives. The results suggest that organizations have more directed and carefully designed employee volunteering activities to enable more favorable benefits to employees.

This study contributes to expanding the knowledge on the phenomenon of employee volunteering by introducing and empirically validating an integrated framework of antecedents and consequences of employee volunteering.

This paper aims to examine corporate volunteering as a form of social responsibility carried out by companies in relationships with non-governmental organizations (NGOs). Applying the value creation concept, the success of such relationships is based on value created between the focal company, its employees engaging in the volunteer work and the collaborating NGO actors representing the beneficiaries of the volunteer work. However, how to meaningfully engage employees and strategically manage company–NGO relationships in corporate volunteering has received less scholarly attention. The study hence asks the question: How is mutual value created in corporate volunteering collaborations between business organizations and NGOs?

Two qualitative case studies of company–NGO relationships involved in corporate volunteer programs for social benefit in Poland and Finland are analyzed.

Corporate volunteering offers value creation opportunities for each of the three actors in the relationships, namely, the company, the NGO and the employees who participate in the volunteer work. Particularly, employment and volunteering relationships appear to be catalysts for the creation of mutual value in the organizational relationship between a company and NGO.

The present study contributes to the current understanding of company–NGO relationships by emphasizing the role of individual employee volunteers in creating relationship-level value. The study adds also to existing research on corporate volunteering by identifying the way value is created in company–NGO relationships within corporate volunteering.

The purpose of this study is to understand how consumers perceive corporate volunteering programs. In particular, the author examines the moderating role of information processing and customer relationship status on consumer attitudes towards two types of volunteering programs: employee vs customer.

Using a scenario method, the author manipulated customer relationship status and program type while information processing was measured.

The author's results demonstrate that elaborate processing has a positive impact on credibility of the program and altruistic motivation of the firm. Less involved processing led to lower favorable trait attributions with employee rather than customer-based volunteering programs. Finally, relationship type moderated the impact of program type on attitudes towards the company.

These findings contribute to the understanding of customer reactions to corporate volunteering programs by examining the ways in which processing level, loyalty status, and program type interact to influence the customer's perception of the company.

The purpose of this paper is to explore the workforce benefits associated with formal corporate volunteer initiatives.

An online survey was administered to 26 corporations with formal volunteer programs. A sample of approximately 500 respondents provided the descriptive data described in this manuscript.

The descriptive findings of this research provide a top ten list of workforce benefits associated with formal volunteer initiatives. Benefits include personal and professional development, enhanced workforce camaraderie and teamwork, improved organizational pride, reduction in work‐related stress, and improved work‐life balance.

The employees came from a convenience, targeted sample of 26 companies that already had formal volunteer programs in place.

These findings make a strong case for organizations to increase and expand their corporate volunteer strategies.

The implications of this study make a strong business case for organizations to expand their volunteer initiatives that also create positive social benefits for their stakeholders.

This research is filling in a research gap in the area of corporate social responsibility from the perspective of the individual employees that are engaged in these activities.

The purpose of this paper is to identify some of the critical organizational support factors and efforts that facilitate better employee participation in corporate volunteering (CV) programs. There is a growing interest to understand the role of organization in enhancing better employee participation in volunteering programs.

The authors conducted an empirical investigation with (n = 461) employee volunteers, who participated in company sponsored volunteering programs. The authors tested the hypothesized relationship using structural equation modelling (SEM).

The SEM results indicate that cultural fit, organizational CV communication and implementation of CV programmes facilitate better employee participation.

This study provides insights for organizations in terms of increased internal communication and alignment of organizational values with CV programmes to attract better employee participation in volunteering programmes.

This study contributes to the literature on the phenomenon of employee volunteering by examining various organizational efforts that facilitate better employee participation in volunteering programmes.