Voluntary work commitment

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Voluntary work commitment describes professional activities that promote the organizational goal, but lie outside the primary work instructions and are carried out on their own initiative ( intrinsic motivation ). This includes helping colleagues, protecting the organization from vandalism , submitting suggestions for improvement, acquiring knowledge on one's own initiative that is conducive to improving work performance, assuming responsibility that has not been formally assigned, and presenting the organization positively to the outside world . A related term is extra role behavior. An opposite term is "in-role" behavior, which is defined by the employee's employment contract, i.e. their official duties in the narrower sense.

Various theoretical approaches relate to voluntary work engagement:

  1. Organizational citizenship behavior ( OCB )
  2. Prosocial organizational behavior
  3. Spontaneity in Organizations

Voluntary work engagement shows overlaps, but also differences to the concept of identification with an organization (bondage). Findings by Pond, Nacoste, Mohr & Rodriguez (1997) show that the civic behavior of employees (OCB) as assessed by superiors correlates with the employees' self-assessed identification with their organization.

Voluntary work engagement is to be seen both as a cause and as a consequence of organizational identification. Voluntary work engagement is to be distinguished from the "flow concept", which includes concentration, target setting, deep involvement, a sense of control and forgetting of time while a challenging activity is being carried out.

Voluntary work engagement can be divided into several dimensions: These include helpfulness, conscientiousness, politeness, uncomplicatedness or a sporty spirit, which is expressed in the fact that small defects and inadequacies are tolerated, initiative and civic virtue, which means regular, courageous and constructive participation affects company life. In more recent studies, a distinction is often made between three dimensions: helpfulness, initiative and sporty spirit, for which a questionnaire was developed. The willingness to help component is measured using a questionnaire by Bierhoff, Müller & Küpper (2000).

Voluntary work engagement is subject to various contingent conditions (e.g. mood, satisfaction, work ethic, fairness ). The leadership style can encourage volunteer work. An exchange-oriented, employee-promoting and delegating style of the superior has a positive effect. Further research deals with the processes that mediate between personal responsibility and voluntary work engagement. Voluntary work engagement can have a positive impact on group performance. One of the most important correlates of voluntary work engagement is the group atmosphere (Bierhoff & Müller, 2005).

Voluntary work engagement among employees can be influenced through various management approaches (e.g. behavioral grid ) and through work organization measures.

Individual evidence

  1. ^ Nerdinger, FW (2000). Extra role behavior. Group Dynamics and Organizational Consulting, 31, 155-167.
  2. ↑ Smith, CA, Organ, DW & Near, JP (1983). Organizational citizenship behavior: Its nature and antecedents . Journal of Applied Psychology, 68, 653-663.
  3. ↑ Letter, AP & Motowidlo, S. (1986). Prosocial organizational behaviors . Academy of Management Review, 11, 710-725.
  4. ↑ George, JM & Brief, AP (1992). Feeling good - doing good: A conceptual analysis of the mood at work-organizational spontaneity relationship . Psychological Bulletin, 112, 310-329.
  5. ↑ Pond, SB, Nacoste, RW, Mohr, MF & Rodriguez, CM (1997). The measurement of organizational citizenship behavior: Are we assuming too much? Journal of Applied Social Psychology, 27, 1527-1544.
  6. ↑ Csikszentmihalyi, M. (1992). Flow. The secret of happiness . Stuttgart: Velcro.
  7. ↑ Seligman, MEP (2003). Authentic happiness. Using the New Positive Psychology to Realize Your Potential for Lasting Fulfillment . Nicholas Brealey Publishing: London.
  8. ^ Organ, DW (1988). Organizational citizenship behavior . Lexington: Lexington Books.
  9. ↑ Staufenbiel, T. (2000). Antecedents and Consequences of Voluntary Work Engagement. Group Dynamics and Organizational Consulting, 31, 169-183.
  10. ↑ Podsakoff, PM, Ahearne, M. & MacKenzie, SB (1997). Organizational citizenship behavior and the quantity and quality of work group performance . Journal of Applied Psychology, 82, 262-270.
  11. ^ Bierhoff, HW, Müller, GF & Küpper, B. (2000). Prosocial work behavior: Development and review of a measuring instrument to record voluntary work commitment. Group dynamics and organizational advice, 31, 141-153.
  12. ^ Bierhoff, HW & Müller, GF (2005). Leadership, mood, atmosphere, and cooperative support in project groups . Journal of Managerial Psychology, Vol. 20 No.6, 483-497.
  13. ^ Parker, SK, Williams, HM & Turner, N. (2006). Modeling the antecedents of proactive behavior at work . Journal of Applied Psychology, 91, 636-652.
  14. ↑ George, JM & Brief, AP (1992). Feeling good - doing good: A conceptual analysis of mood at work-organizational spontaneity relationship . Psychological Bulletin, 112, 310-329.
  15. ↑ Podsakoff, PM, MacKenzie, S., Paine, JB & Bachrach, D. (2000). Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research . Journal of Management, 26, 513-563.
  16. ↑ Bierhoff, HW & Herner, MJ (1999). Voluntary Work Engagement: The Role of Leadership. In G. Schreyögg & J. Sydow (eds.), Leadership - Newly Seen , pp. 55–87. Berlin: de Gruyter.
  17. ^ Rohmann, E., Bierhoff, HW & Müller, GF (2000). Promotion of voluntary work commitments in organizations. Group dynamics and organizational advice, 31, 213-224.