The Marketing of Employee Volunteerism
Employee volunteerism can be an effective strategy for increasing the effectiveness of corporate philanthropy. However, in order to be effective, volunteer initiatives should be directed by the firm to ensure a strategic fit and focus on the core competencies of the firm. Therefore, internal marketi...
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Veröffentlicht in: | Journal of business ethics 2009-04, Vol.85 (Suppl 2), p.371-386 |
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creator | Peloza, John Hudson, Simon Hassay, Derek N. |
description | Employee volunteerism can be an effective strategy for increasing the effectiveness of corporate philanthropy. However, in order to be effective, volunteer initiatives should be directed by the firm to ensure a strategic fit and focus on the core competencies of the firm. Therefore, internal marketing strategies are needed to ensure managers receive employee support. Our research quantitatively extends research by Peloza and Hassay {journal of Business Ethics 64(4), 357-379, 2006) who argued that employee volunteerism is motivated by egoistic, altruistic and organizational citizenship motives. Our findings suggest that volunteer opportunities that fulfill egoistic and organizational citizenship motives will be effective, but that the altruistic motive is not significant. We also find that formal policies concerning manager recognition or time off are not effective, providing more discretion for individual managers. Implications for managers seeking to increase the effectiveness (and therefore support the business case) of their corporate philanthropy are discussed. |
doi_str_mv | 10.1007/s10551-008-9734-z |
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However, in order to be effective, volunteer initiatives should be directed by the firm to ensure a strategic fit and focus on the core competencies of the firm. Therefore, internal marketing strategies are needed to ensure managers receive employee support. Our research quantitatively extends research by Peloza and Hassay {journal of Business Ethics 64(4), 357-379, 2006) who argued that employee volunteerism is motivated by egoistic, altruistic and organizational citizenship motives. Our findings suggest that volunteer opportunities that fulfill egoistic and organizational citizenship motives will be effective, but that the altruistic motive is not significant. We also find that formal policies concerning manager recognition or time off are not effective, providing more discretion for individual managers. Implications for managers seeking to increase the effectiveness (and therefore support the business case) of their corporate philanthropy are discussed.</description><subject>Altruism</subject><subject>Business and Management</subject><subject>Business Ethics</subject><subject>Business plans</subject><subject>Business structures</subject><subject>Charities</subject><subject>Charity</subject><subject>Citizenship</subject><subject>Corporate objectives</subject><subject>Corporate responsibility</subject><subject>Corporate social responsibility</subject><subject>donations</subject><subject>Education</subject><subject>Employee involvement</subject><subject>Employee motivation</subject><subject>Employees</subject><subject>Employers</subject><subject>Ethics</subject><subject>Human 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However, in order to be effective, volunteer initiatives should be directed by the firm to ensure a strategic fit and focus on the core competencies of the firm. Therefore, internal marketing strategies are needed to ensure managers receive employee support. Our research quantitatively extends research by Peloza and Hassay {journal of Business Ethics 64(4), 357-379, 2006) who argued that employee volunteerism is motivated by egoistic, altruistic and organizational citizenship motives. Our findings suggest that volunteer opportunities that fulfill egoistic and organizational citizenship motives will be effective, but that the altruistic motive is not significant. We also find that formal policies concerning manager recognition or time off are not effective, providing more discretion for individual managers. Implications for managers seeking to increase the effectiveness (and therefore support the business case) of their corporate philanthropy are discussed.</abstract><cop>Dordrecht</cop><pub>Springer</pub><doi>10.1007/s10551-008-9734-z</doi><tpages>16</tpages></addata></record> |
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subjects | Altruism Business and Management Business Ethics Business plans Business structures Charities Charity Citizenship Corporate objectives Corporate responsibility Corporate social responsibility donations Education Employee involvement Employee motivation Employees Employers Ethics Human resources Hypotheses Management Marketing Modeling Participation Philanthropy Philosophy Quality of Life Research Social exchange theory Social impact Social responsibility structural equation modeling Studies Voluntary work Volunteerism Volunteers Workplaces |
title | The Marketing of Employee Volunteerism |
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