Keywords

organizational commitment, corporate volunteerism, corporate social responsibility, prosocial behavior

Abstract

We explicate the theoretical foundations of employee commitment to organization-sponsored causes—voluntary, socially responsible practices or programs espoused by an organization—as targets of employee commitment. Although scholarly interest in organization-sponsored causes is increasing, little is understood about the mechanisms for employee involvement in organization-sponsored causes, since the motives and context for participation may differ significantly from participation in such causes outside of work. We propose that commitment to organization-sponsored causes can be conceptualized in terms of affective and normative mindsets and suggest that these mindsets, both separately and in combination, influence employees' behavioral support for the cause. We also draw upon the theory of planned behavior to suggest that employee perceptions regarding how an organization supports employee participation in the cause may influence their behavioral support for the cause. Finally, we describe the interrelationships among commitment to the organization-sponsored cause, employees' behavioral support for the organization-sponsored cause, and organizational commitment.

Original Publication Citation

"Working for a higher purpose: A theoretical framework for commitment to organization-sponsored causes", Human Resource Management Review, Edition 23, Pages 174-189, 2013

Document Type

Peer-Reviewed Article

Publication Date

2013

Publisher

Human Resource Management Review

Language

English

College

Marriott School of Business

Department

Marketing

University Standing at Time of Publication

Full Professor

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Marketing Commons

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