Does serving the community also serve the company? Using organizational identification and social exchange theories to understand employee responses to a volunteerism programme

Abstract

Little is known about how employees might respond to their company's socially responsible business practices. Hypotheses derived from organizational identification and social exchange theories were tested to explain why employees (N=162) may respond positively to their company's volunteerism programme, a programme through which employees could spend time volunteering during their paid work hours. Support was found for mediated effects suggesting that employees' attitude towards the volunteerism programme ultimately predicted outcomes (e.g., intentions to stay) through its effect on organizational identification. Results also showed that exchange ideology moderated the effects of volunteer‐programme attitudes on supervisor‐reported organizational citizenship behaviour measured 6 months later, suggesting that some employees reciprocate the benefits they receive from a volunteerism programme. The implications of these findings are discussed for theory and research, and for leveraging volunteerism programmes and other socially responsible business practices to benefit companies and their employees.