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Why Does Workplace Giving and Employee Volunteering Work?

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Chris Jarvis

on 25 July 2013

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Transcript of Why Does Workplace Giving and Employee Volunteering Work?

The right question Why do we help? Why Does It Work? We are hard-wired to help What's the connection? Sensemaking What's the benefit Engaged Employees How does it happen? Prosocial Motivation How do we do it better? Drivers of Prosocial Motivation The Science Behind Corporate Volunteering & Workplace Giving Success The human social brain, as well as all other mammalian brains, is fundamentally built upon ancient emotional and motivational value systems that generate affective states as indicators of potential fitness trajectories. http://greatergood.berkeley.edu/images/uploads/Decety_ANYAS2011.pdf It feels good The fronto-mesolimbic reward network is engaged to the same extent when individuals receive monetary rewards and when they freely choose to donate money to charitable organizations. Sensemaking is an active two-way process of fitting data into a frame (mental model) and fitting a frame around the data. Who people think they are within organizations shapes how you behave. Retrospection is how we engage in sensemaking Sensemaking is a social activity in that plausible stories are preserved, retained or shared Sensemaking is ongoing, so Individuals simultaneously shape and react to the environments they face. People extract cues from the context to help them decide on what information is relevant and what explanations are acceptable Prosocial Behavior "the term was created by social scientists as an antonym for antisocial." What motivates us to make a positive difference in lives of others? Intrinsic vs Extrinsic Stories Shared Experience Typically we try to achieve affective commitment through pay incentives, benefits, recognition and training. This all appeals to the central tenant of social exchange theory...... 'individuals reciprocate what they receive' Fortune 500 Retailer Employees made sense of who they were by what they did. The company legitimized care for others by formalizing and institutionalizing employee support programs. The company signaled to employees that helping, giving and contributing behaviors are valid acceptable and encouraged. Managers began to transfer this new identity into other aspects of their role as manager Employee cynicism about the company's CSR program was directly affected by participation in giving events. Global Motivation Contextual Motivation Situational Motivation 3 Levels of Motivation Identification or integration with VALUES Pressured by feelings of guilt, obligation or external control The Proximity Factor Contact with Beneficiaries Task Significance THE QUESTION

'How does this task create impact'? THE QUESTION

'Who is impacted'? RESULT

My performance has consequences for beneficiaries RESULT

I care about the beneficiaries. Normative Commitment Continuance Commitment 3 Types of Commitment Affective Commitment An employees positive emotional attachment to an organization gains vs losses Feelings of obligation
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