Corporate volunteering climate: mobilizing employee passion for societal causes and inspiring future charitable action

As a society, we grapple with a host of national and global social issues — ranging from hunger and poverty to education to financial stability. Today’s corporations are playing an increasing role in efforts to address such concerns, predominantly through corporate volunteering. Yet, because research on corporate volunteering has been primarily focused on the individual volunteer experience, we still know relatively little about how corporate volunteering can help address grand challenges. In this study, we introduce the concept of corporate volunteering climate in order to examine the broader, more system-level functioning of corporate volunteering in workplaces. Drawing on the sensemaking process, we theorize about how a corporate volunteering climate develops — to what extent is it driven by company-level policies versus employee convictions for a cause? We also explore the potential influence of corporate volunteering climate for volunteers and non-volunteers, both in terms of the workplace (through employee affective commitment) and in terms of the broader community (through employee intentions to volunteer, both in corporate opportunities and on personal time). The results of a study conducted with United Way Worldwide suggest that corporate volunteering climate not only arises through either employees’ belief in the cause or corporate policies, but also that these forces act as substitutes for one another. Moreover, by fostering a sense of collective pride among employees, this climate is related to affective commitment, as well as both corporate and personal volunteering intentions

The state of the Martian climate

60°N was +2.0°C, relative to the 1981–2010 average value (Fig. 5.1). This marks a new high for the record. The average annual surface air temperature (SAT) anomaly for 2016 for land stations north of starting in 1900, and is a significant increase over the previous highest value of +1.2°C, which was observed in 2007, 2011, and 2015. Average global annual temperatures also showed record values in 2015 and 2016. Currently, the Arctic is warming at more than twice the rate of lower latitudes

Tapping into Goodwill: Enhancing Corporate Reputation through Customer Volunteering

Companies often engage in prosocial initiatives—such as employee volunteering programs—as a way to balance their economic goals with a set of social goals. In an attempt to expand the impact of such programs, some companies have begun soliciting help from their customers as well. Given the significant investment these programs represent, it is important that companies understand whether they offer the anticipated social and economic returns. Using multimethod data from a local microbrewery, we develop and test theory about the reputational implications of customers’ involvement in a corporate community engagement initiative. Our results suggest that customers’ engagement in such initiatives is related to positive views of the organization (i.e., corporate reputation), as well as positive customer behaviors—brewery patronage and purchases—two years later. Moreover, it appears that customers spread this sentiment to others—creating the potential for an even broader audience to see the company as reputable and, in turn, provide support

Anaerobic treatment of a municipal landfill leachate

NRC publication: Ye

Pacification or aggravation? The effects of talking about supervisor unfairness

Many employees feel a general sense of unfairness toward their supervisors. A common reaction to such unfairness is to talk about it with coworkers. The conventional wisdom is that this unfairness talk should be beneficial to the aggrieved employees. After all, talking provides employees with an opportunity to make sense of the experience and to “let off steam.” We challenge this perspective, drawing on cognitive-motivational-relational theory to develop arguments that unfairness talk leads to emotions that reduce the employee’s ability to move on from the unfairness. We first tested these proposals in a three-wave, two-source field study of bus drivers (Study 1), then replicated our findings in a laboratory study (Study 2). In both studies, we found that unfairness talk was positively related to anger and negatively related to hope. Those emotions went on to have direct effects on forgiveness and indirect effects on citizenship behavior. Our results also show that the detrimental effects of unfairness talk were neutralized when the listener offered suggestions that reframed the unfair situation. We discuss the implications of these results for managing unfairness in organizations