Corporate Volunteering: Relationship to Job Resources and Work Engagement

Boštjančič, Eva; Antolović, Sandra; Erčulj, Vanja

doi:10.3389/fpsyg.2018.01884

Cited by 19 publications

(33 citation statements)

References 37 publications

(100 reference statements)

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“…As an essential part of CSR in the competitive sector, employee volunteerism represents the major part of this article. Additionally, the employee volunteerism term can be extended as corporate volunteerism [30]. Here we concentrated on the former, whereby the participants in an employee volunteering program reflect the third-party model.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Bostjancic et al [30] also underlined that the members of Generation Y (Millennials) as jobseekers found more attractive the companies which run employee volunteer programs. Tyagi and Mallya [52] pointed out that young employees are more willing to participate in CSR activities than their older colleagues.…”

Section: Personal Characteristicsmentioning

confidence: 99%

“…Depending on the reason for participation those could be directly asked participation, feeling of pressure by colleagues or supervisors, loyalty to the firm, paid vacation, incentives, donations, grants, reference, career options, etc. [30]. The term of "no out of cash" should be taken into account so employees' cost must be covered, in a form as follow: time-related benefits, e.g., flexible working hours, paid leave or financial benefits, e.g., gifts, event tickets, purchase of necessary materials, or 'PR company brand tools', logistical supports [30], etc.…”

Section: Conclusion and Limitationmentioning

confidence: 99%

“…[30]. The term of "no out of cash" should be taken into account so employees' cost must be covered, in a form as follow: time-related benefits, e.g., flexible working hours, paid leave or financial benefits, e.g., gifts, event tickets, purchase of necessary materials, or 'PR company brand tools', logistical supports [30], etc.…”

Section: Conclusion and Limitationmentioning

confidence: 99%

“…[4] p. 141. Besides these, the outcome and effectivity of each program must be measured [31,34] and broadly communicated [30]. Unfortunately, this measurement or conceptualization of any employee volunteerism program at the company level is still imperfect and unfledged.…”

Section: Conclusion and Limitationmentioning

confidence: 99%

See 4 more Smart Citations

Employee Volunteerism—Conceptual Study and the Current Situation

Derecskei

Nagy

2020

Sustainability

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The purpose of the study is to analyze employee volunteerism. This issue had not been studied on a broader international level earlier. This research firstly discovers altruism and volunteerism values in the economy. Then, based on the third-party model, observes each part, where participants are the (1) volunteer (employee) (2) company (and its CSR activity) and (3) an external organization, which manages this type of formal volunteerism. Each participant was analyzed through comprehensive analysis using descriptive and inference statistics and classification methods on complex, extensive secondary databases. Altogether, more than 10,000 respondents’ answers are examined from two worldwide surveys, and further ten international statistical indicators and indices are explored. These methods result in volunteer characteristics on a personal level, afterwards in country classification, which provides a cultural comparison of the employee volunteerism. Our findings prove that demographical differences do not, but company-level actions influence the intensity of formal volunteerism. Moreover, three main clusters (formed from 43 countries) show different values. This diversity might partly be caused by measurement fragmentations and lack of internationally accepted definitions and theories. This paper aims to provide a broader overview of the topic, which might be a useful starting point for the forthcoming aggregated conceptualization. Employee volunteers’ behavior arises from the personal value of volunteerism. However, the attendance and intensity of voluntary activity are primarily influenced by the environment (e.g., life period, living and working situation). Employee volunteerism programs are an important and essential part of CSR at the company level, and strongly frames this activity, where employee volunteerism could associate each participant’s interests and improve their values. However, the practices may differ in each country and in each sector. The current pandemic rewrote the traditional volunteerism model and our projection. The last chapter provides a preliminary study about how employee volunteerism could work in this extraordinary, COVID-19 situation.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Personal Characteristicsmentioning

confidence: 99%

Section: Conclusion and Limitationmentioning

confidence: 99%

Section: Conclusion and Limitationmentioning

confidence: 99%

Section: Conclusion and Limitationmentioning

confidence: 99%

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Employee Volunteerism—Conceptual Study and the Current Situation

Derecskei

Nagy

2020

Sustainability

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Salient Volunteering Behavior Increases Monetary Risk‐taking

2019

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Behavioral Perspectives on B Corps

Tudor

Bernardic

Sooter

et al. 2022

The International Handbook of Social Enterprise Law

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The values driving entrepreneurs are evolving from shareholder wealth maximization towards a more holistic approach wherein business impacts on all stakeholders are considered. This change has been driven in part by a societal cultural shift focused on promoting a sustainable future. To meet this cultural change demanding a balance of profit and ethics, novel entities (e.g., B Corps) have emerged in the private sector. In this chapter, we engage with behavioral perspectives to explore B Corps’ achievements, opportunities, and challenges. We first outline the transition from shareholder to stakeholder considerations, as we believe it constitutes the philosophical ethos of social enterprises. We then focus in turn on four of the five areas used by B Lab’s Impact Assessment—governance, workers, customers and consumers, and community—as they are most appropriate for an exploratory analysis of their interaction with human behavior. Specifically, in governance, we approach the topic of corporate ethics and transparency, as well as how the values of social entrepreneurs shape a firm’s culture. We then outline the relationship between purposeful work and employee performance and examine how B Corps have applied effective practices on social inclusion and employee well-being, in the workers’ section. Concerning customers and consumers, we explore a range of perspectives, including consumer motivations to purchase from B Corps, caveats of ethical consumerism, and how B Corps can capitalize on decision-making research to inspire consumer change. Additionally, we present our research on public awareness and perceptions of B Corp trustworthiness and greenwashing. Finally, the last section—community—highlights B Corps’ civic engagement and communication with their communities through social media, corporate volunteering, and charity work, among others.

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Corporate Volunteering: Relationship to Job Resources and Work Engagement

Cited by 19 publications

References 37 publications

Employee Volunteerism—Conceptual Study and the Current Situation

Employee Volunteerism—Conceptual Study and the Current Situation

Salient Volunteering Behavior Increases Monetary Risk‐taking

Behavioral Perspectives on B Corps

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