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Beyond the social mission : how social responsibility in nonprofit organizations may stimulate positive employee outcomes

Tom Kluijtmans (UGent) and Saskia Crucke (UGent)
(2024) VOLUNTAS. 35. p.780-791
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Abstract
Building on social exchange theory and self-determination theory, this paper studies how commitment to social responsibility in nonprofit organizations (NPOs) affects their employees. Social responsibility concerns NPOs' voluntary engagement into ethical behaviour extending beyond the narrow mandate of their social mission and legal responsibilities. Given the prosocial motivation of nonprofit employees, it is argued that contributing to the well-being of stakeholders beyond the social mission by engaging in social responsibility may result in favourable employee outcomes. The results of our study, using a sample of 1335 employees of healthcare NPOs in Flanders, confirm that social responsibility positively relates to employees' organizational citizenship behaviour (OCB) as commitment to social responsibility enhances perceptions of organizational support and social impact potential among nonprofit employees. The results further indicate that the consistent display of integrity and moral values by leaders by demonstrating leadership integrity positively influences the relationship between social responsibility and OCB.
Keywords
Social responsibility, Organizational citizenship behaviour, Leadership integrity, Perceived organizational support, Societal impact potential, PUBLIC-SERVICE MOTIVATION, SELF-DETERMINATION THEORY, CITIZENSHIP BEHAVIOR, FOR-PROFIT, AFFECTIVE COMMITMENT, PROCEDURAL JUSTICE, JOB-SATISFACTION, LEADERSHIP, PERFORMANCE, MANAGEMENT

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Citation

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MLA
Kluijtmans, Tom, and Saskia Crucke. “Beyond the Social Mission : How Social Responsibility in Nonprofit Organizations May Stimulate Positive Employee Outcomes.” VOLUNTAS, vol. 35, 2024, pp. 780–91, doi:10.1007/s11266-024-00644-9.
APA
Kluijtmans, T., & Crucke, S. (2024). Beyond the social mission : how social responsibility in nonprofit organizations may stimulate positive employee outcomes. VOLUNTAS, 35, 780–791. https://doi.org/10.1007/s11266-024-00644-9
Chicago author-date
Kluijtmans, Tom, and Saskia Crucke. 2024. “Beyond the Social Mission : How Social Responsibility in Nonprofit Organizations May Stimulate Positive Employee Outcomes.” VOLUNTAS 35: 780–91. https://doi.org/10.1007/s11266-024-00644-9.
Chicago author-date (all authors)
Kluijtmans, Tom, and Saskia Crucke. 2024. “Beyond the Social Mission : How Social Responsibility in Nonprofit Organizations May Stimulate Positive Employee Outcomes.” VOLUNTAS 35: 780–791. doi:10.1007/s11266-024-00644-9.
Vancouver
1.
Kluijtmans T, Crucke S. Beyond the social mission : how social responsibility in nonprofit organizations may stimulate positive employee outcomes. VOLUNTAS. 2024;35:780–91.
IEEE
[1]
T. Kluijtmans and S. Crucke, “Beyond the social mission : how social responsibility in nonprofit organizations may stimulate positive employee outcomes,” VOLUNTAS, vol. 35, pp. 780–791, 2024.
@article{01HSTWTHJF1409ZGDJSB6RPQ25,
  abstract     = {{Building on social exchange theory and self-determination theory, this paper studies how commitment to social responsibility in nonprofit organizations (NPOs) affects their employees. Social responsibility concerns NPOs' voluntary engagement into ethical behaviour extending beyond the narrow mandate of their social mission and legal responsibilities. Given the prosocial motivation of nonprofit employees, it is argued that contributing to the well-being of stakeholders beyond the social mission by engaging in social responsibility may result in favourable employee outcomes. The results of our study, using a sample of 1335 employees of healthcare NPOs in Flanders, confirm that social responsibility positively relates to employees' organizational citizenship behaviour (OCB) as commitment to social responsibility enhances perceptions of organizational support and social impact potential among nonprofit employees. The results further indicate that the consistent display of integrity and moral values by leaders by demonstrating leadership integrity positively influences the relationship between social responsibility and OCB.}},
  author       = {{Kluijtmans, Tom and Crucke, Saskia}},
  issn         = {{0957-8765}},
  journal      = {{VOLUNTAS}},
  keywords     = {{Social responsibility,Organizational citizenship behaviour,Leadership integrity,Perceived organizational support,Societal impact potential,PUBLIC-SERVICE MOTIVATION,SELF-DETERMINATION THEORY,CITIZENSHIP BEHAVIOR,FOR-PROFIT,AFFECTIVE COMMITMENT,PROCEDURAL JUSTICE,JOB-SATISFACTION,LEADERSHIP,PERFORMANCE,MANAGEMENT}},
  language     = {{eng}},
  pages        = {{780--791}},
  title        = {{Beyond the social mission : how social responsibility in nonprofit organizations may stimulate positive employee outcomes}},
  url          = {{http://doi.org/10.1007/s11266-024-00644-9}},
  volume       = {{35}},
  year         = {{2024}},
}
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