Guilt appeals: Persuasion knowledge and charitable giving

Hibbert, Sally; Smith, Andrew; Davies, Andrea; Ireland, Fiona

doi:10.1002/mar.20181

Cited by 271 publications

(255 citation statements)

References 62 publications

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“…. For instance, research on charitable fundraising has demonstrated that inducing guilt through vivid portrayals of others' suffering, which elicits "other-oriented empathy" (Tangney, Stuewig, & Mashek 2007), can effectively increase donation intentions (Hibbert, Smith, Davies, & Ireland 2007).…”

Section: Other-oriented Outcomes Versus Self-oriented Distressmentioning

confidence: 99%

Guilt by Design: Structuring Organizations to Elicit Guilt as an Affective Reaction to Failure

Bohns

Flynn

2013

Organization Science

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In this article, we outline a model of how organizations can effectively shape employees' affective reactions to failure. We do not suggest that organizations eliminate the experience of negative affect following performance failures-instead, we propose that they encourage a more constructive form of negative affect (guilt) instead of a destructive one (shame). We argue that guilt responses prompt employees to take corrective action in response to mistakes, while shame responses are likely to elicit more detrimental effects of negative affect. Further, we suggest that organizations can play a role in influencing employees' discrete emotional reactions to the benefit of both employees and the organization. We describe the necessary antecedents for encouraging guilt responses without simultaneously eliciting shame. Essentially, employees are more likely to experience guilt (but not shame) if they feel they had control over a specific negative event and the event resulted in a negative outcome for others. Given these necessary preconditions, we identify a set of organizational characteristics-autonomy, specificity of performance feedback, and outcome interdependence-that can be modified to make the experience of guilt more likely than that of shame in the workplace. The ethical and practical limits of shaping employees' emotional experiences within a negative affective domain are also addressed. Published in Organization Science AbstractIn this article, we outline a model of how organizations can effectively shape employees' affective reactions to failure. We do not suggest that organizations eliminate the experience of negative affect following performance failures-instead, we propose that they encourage a more constructive form of negative affect (guilt) instead of a destructive one (shame). We argue that guilt responses prompt employees to take corrective action in response to mistakes, while shame responses are likely to elicit more detrimental effects of negative affect. Further, we suggest that organizations can play a role in influencing employees' discrete emotional reactions to the benefit of both employees and the organization. We describe the necessary antecedents for encouraging guilt responses without simultaneously eliciting shame. Essentially, employees are more likely to experience guilt (but not shame) if they feel they had control over a specific negative event and the event resulted in a negative outcome for others. Given these necessary preconditions, we identify a set of organizational characteristics-autonomy, specificity of performance feedback, and outcome interdependence-that can be modified to make the experience of guilt more likely than that of shame in the workplace. The ethical and practical limits of shaping employees' emotional experiences within a negative affective domain are also addressed.

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Section: Other-oriented Outcomes Versus Self-oriented Distressmentioning

confidence: 99%

Guilt by Design: Structuring Organizations to Elicit Guilt as an Affective Reaction to Failure

Bohns

Flynn

2013

Organization Science

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“…Their research addresses the impact of guilt on donations but does not address the antecedents of guilt. Additionally, research by Hibbert, Smith, and Ireland (2007) demonstrates a relationship between guilt and donation intention, which is impacted by persuasion and agent knowledge. These studies provide a useful starting point for further assessing the process through which guilt impacts donation intention.…”

Section: Literature Reviewmentioning

confidence: 99%

Guilt and giving: A process model of empathy and efficacy

Basil

Ridgway

Basil

2007

Psychology and Marketing

270

254

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This research develops a model of consumer response to charity appeals. Using the Extended Parallel Process Model from the fear appeal literature as a foundation, the current model proposes that empathy and self-efficacy generate guilt and reduce maladaptive responses, which, in turn, shapes donation intention. The results demonstrate that the impact of empathy on charitable donation intention is fully mediated by guilt and maladaptive responses. The impact of self-efficacy is partially mediated by guilt and maladaptive responses. Therefore, both empathy and self-efficacy determine whether guilt or maladaptive responses result. This model clarifies the process through which guilt appeals operate, by identifying the roles of empathy and self-efficacy.

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“…For example, in a study by Haynes et al (2004), participants who read a negative appeal felt that the advertiser was manipulating them more than participants reading a positive appeal but still reported higher donation and volunteering intentions (see also Lord, 1994). Also, research by Hibbert, Smith, Davies, and Ireland (2007) found that perceived manipulative intent and the intention to donate in fact correlated positively with each other, indicating that attitudes and behavior do not always go hand in hand.…”

mentioning

confidence: 99%