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...

Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. Terms of use: Documents in This version April 2017Abstract This paper addresses the behavioral puzzle of women's preference for competition when competitors are also women. Using a framed field experiment with 883 non-standard subjects, we show that none of the determinants of competitive behavior in general, including ability, self-confidence, and risk aversion, provide a satisfying explanation for women's substantive gender-related selection into competition. Nonetheless, women who are overconfident, i.e. over-estimate own abilities in performing a task, enter competition regardless of the gender-mix. Hence, the gender-pairing phenomenon is driven by women who correctly estimate or under-estimate own ability. We conclude that this is due to stereotypes about women's underperformance compared to men.

We use a lab-in-the-field experiment to investigate intra-couple labor supply decisions and the division of housework under individual and joint income taxation systems. In order to eliminate problems of endogenous intra-couple time use decisions, we exogenously varied not only the taxation system but also the intra-couple roles of primary and secondary earners. Using work effort as a proxy for labor supply, 62 established couples, both cohabiting and married (124 participants), performed real effort tasks under a piece rate payment system within a given time. Prior to this paid task, couples had to decide upon the allocation of an unpaid task serving as our proxy for housework. In our gender neutral lab, we find tax-effects only on men's labor supply but not on women's and no gender differences in the allocation of housework. Instead, the allocation of housework follows a purely economic rationale with the majority of secondary earners taking responsibility. This is even confirmed by a shift to a more egalitarian allocation when individual taxation is applied. However, one result replicates real world findings with married male participants providing more labor supply than cohabiting men and married women less than cohabiting women. This result hinges on the stability of specialization in married couples, which seems to overcome the gender neutral lab.

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