Connecting the Two Faces of CSR: Does Employee Volunteerism Improve Compliance?

Houghton, Susan M.; Gabel, Joan T.A.; Williams, David W.

doi:10.1007/s10551-008-9954-2

Cited by 63 publications

(48 citation statements)

References 45 publications

(56 reference statements)

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“…Houghton, Gabel and Williams (2009) refer to CV programs as being part of a firm's external face of CSR, as these initiatives extend into the community and are "designed to be visible while cementing a firm's reputation as a responsible community member" (Houghton et al, 2009, p. 481). This corporate involvement in the community can contribute to sustained competitive advantage, through the establishment and/or enhancement of the firm's social responsibility and corporate image (Peterson, 2004;Kemper et al, 2013).…”

Section: Corporate Volunteering Initiatives and Consumer Perceptions mentioning

confidence: 99%

The Impact of Corporate Volunteering on CSR Image: A Consumer Perspective

et al. 2014

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Section: Corporate Volunteering Initiatives and Consumer Perceptions mentioning

confidence: 99%

The Impact of Corporate Volunteering on CSR Image: A Consumer Perspective

et al. 2014

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“…However, Musick and Wilson (2008) have clarified that, across the full human life span, the decision to volunteer (volunteering direction) resembles an inverted U and the amount of time spent volunteering (volunteering intensity) is more linear. Evidence of volunteering intensity by gender is mixed (e.g., DeVoe & Pfeffer; Houghton, Gabel, & Williams, 2009;Houston, 2006;Rodell), although research tends to show that women are more likely to volunteer than men (Cornwell & Warburton; DeVoe & Pfeffer; Y. J. Lee & Brudney, 2012).…”

Section: Individual Factorsmentioning

confidence: 99%

Employee Volunteering

Rodell¹,

Breitsohl²,

Schröder

et al. 2015

Journal of Management

133

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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...

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“…Certainly, the much-publicized rankings are closely related to enhancing corporate reputation and attracting employees to a ''great place to work'' (Branco and Rodrigues, 2006;Husted and Allen, 2006;Redington, 2005). A wide range of CSR issues and their relationship with employees have begun to be analyzed theoretically and empirically [e.g., CSR's 63 Corporate Social Responsibility as a Dynamic Internal Organizational Process relationship with attracting applicants (Turban and Greening, 1997), organizational identity (Houghton et al, 2009), higher self-image (Greening and Turban, 2000), HRD (Packer and Sharrar, 2003), employee involvement and well-being (Vuontisjärvi, 2006), commitment and motivation (Farrelly and Greyser, 2007)]. Such evidence strongly suggests that a CSR brand may be seen as a way of representing ''dignified workplaces'' (Bolton, 2007;Bolton and Wibberley, 2007), and that this matters to employees and deeply affects their attitude to the firm.…”

Section: Stakeholders and The Socially Responsible Organizationmentioning

confidence: 99%

Corporate Social Responsibility as a Dynamic Internal Organizational Process: A Case Study

2011

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This article tracks Corporate Social Responsibility (CSR) as an emergent organizational process that places the employee at its center. Predominantly, research on CSR tends to focus on external pressures and outcomes leading to a neglect of CSR as a dynamic and developing process that relies on the involvement of the employee as a major stakeholder in its co-creation and implementation. Utilizing case study data drawn from a study of a large multinational energy company, we explore how management relies on employees' interaction with CSR as the process of initiation→implementation→maturation develops. Employee involvement grows from a minor element in the CSR initiation stage to a vital contributory factor in CSR's success in the later stages of the process. The article offers new insights into a processual and interactional approach to CSR that accounts for the actions of different actors involved at each stage. Most unusually, it also recognizes the dual impact this has on broader issues concerning the management and involvement of employees through CSR actions, and gaining legitimacy in the eyes of not only external stakeholders but internal too

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Connecting the Two Faces of CSR: Does Employee Volunteerism Improve Compliance?

Abstract: compliance, corporate social responsibility (CSR), McNulty Memo, volunteerism,

Cited by 63 publications

References 45 publications

The Impact of Corporate Volunteering on CSR Image: A Consumer Perspective

The Impact of Corporate Volunteering on CSR Image: A Consumer Perspective

Employee Volunteering

Corporate Social Responsibility as a Dynamic Internal Organizational Process: A Case Study

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