Suchergebnisse

PurposeThe authors argue that many core findings are not as established as often assumed in the study of corporate volunteering programs, and they assess this possibility by reporting a meta-analysis of both organizational and employee participation that includes relations with antecedents and outcomes at both organizational and employee levels.Design/methodology/approachThe authors perform a meta-analysis of 57 sources, including 30 peer-reviewed articles, 16 theses/dissertations, 8 unpublished manuscripts, 2 conference presentations and 1 book chapter.FindingsOf the antecedents, organizational size only had a small relation with organizational participation, but the effect of corporate social responsibility orientation was very large on organizational participation. Demographic characteristics as well as personality traits had a small relation with employee participation, whereas the effect of volunteering attitudes was large on employee participation. Of the outcomes, organizational participation did not significantly relate to customer perceptions. Employee participation had nonsignificant or small relations with well-being, commitment, job satisfaction and positive behaviors; however, organizational participation also significantly related to all employee-level outcomes, and the effect was significantly stronger than employee participation for two of four outcomes.Practical implicationsOrganizations can better understand the true influence of corporate volunteering programs, aiding their bottom line and employee well-being.Originality/valueSeveral commonly assumed antecedents and outcomes do not relate to corporate volunteering participation, and future research should be redirected to more influential effects. The authors' discussion highlights theories that may be particularly beneficial for the study of corporate volunteering, including social identity theory and role expansion theory.

The variable-centered approach is favored in management and applied psychology, but the person-centered approach is quickly growing in popularity. A partial cause for this rise is the finer-grained detail that it allows. Many researchers may be unaware, however, that another approach may provide even finer-grained detail: the person-specific approach. In the current article, we (a) detail the purpose of each approach, (b) describe how to determine when each approach is most appropriate, and (c) delineate when the approaches diverge to give differing results. Through achieving these goals, we suggest that no single approach is the "best." Instead, the choice of approach should be guided by the research question. To further emphasize this point, we provide illustrative examples using real data to answer three distinct research questions. The results show that each research question can be fully addressed only by the appropriate approach. To conclude, we directly suggest certain research areas that may benefit from the application of person-centered and person-specific approaches. Together, we believe that discussing variable-centered, person-centered, and person-specific approaches together may provide a more thorough understanding of each.

AbstractThe turbulent COVID‐19 pandemic offered the opportunity to examine employees who are required to work from home (WFH), which can provide significant implications given that some companies have adopted full‐time remote work even after COVID‐19 restrictions have lifted. The current study draws on psychological contract theory and HR differentiation theory to examine the interactive effects of WFH preferences and relational organizational practices such as perceived support, feedback, and information sharing in predicting burnout and turnover intentions. Multi‐wave, U.S. study results demonstrate that higher WFH preference employees are particularly responsive to these practices; they experience greater well‐being when they receive them, but they also seek alternative employment when they do not. Our findings provide insight into the full‐time WFH dynamics and suggest that fully remote organizations should consider not only effective management of employees, but also organizational practices that match employee preferences in times of turbulence.