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Employee Volunteering und Organizational Citizenship Behavior

Erkenntnisse eines Quasiexperiments
  • Stefan MichelsEmail author
Chapter
Part of the Management-Reihe Corporate Social Responsibility book series (MRCOSORE)

Zusammenfassung

Unternehmen stellen vermehrt ihre Humanressourcen für soziale Projekte bereit und engagieren sich im Rahmen des Employee Volunteering. Die ehrenamtlichen Aktivitäten der Organisationsmitglieder können hinsichtlich der Mitarbeiteranzahl, der zeitlichen Ausrichtung und der Intensität variieren. Während sich einzelne Mitarbeiter im Rahmen von Mentoring- oder Secondment-Programmen kontinuierlich ehrenamtlich engagieren, sind Aktionstage dadurch gekennzeichnet, dass eine hohe Anzahl an Beschäftigten einer punktuellen ehrenamtlichen Tätigkeit nachgeht. In dieser Arbeit wird konzeptionell herausgearbeitet, inwieweit sich die Teilnahme an einem Aktionstag auf die verschiedenen Dimensionen des Organizational Citizenship Behavior, d. h. die Hilfsbereitschaft, Unkompliziertheit, Eigeninitiative und Gewissenhaftigkeit, auswirkt. Die angenommenen Zusammenhänge werden im Rahmen einer quasiexperimentellen Studie, die in Kooperation mit der Commerzbank AG durchgeführt wurde, empirisch überprüft. Die empirischen Befunde deuten zum einen darauf hin, dass sich die ehrenamtliche Tätigkeit positiv auf die Eigeninitiative des Individuums auswirkt. Zum anderen geht aus dem Quasiexperiment hervor, dass die verschiedenen Dimensionen des Organizational Citizenship Behavior bei den ehrenamtlichen Helfern deutlich höher ausgeprägt sind als bei den übrigen Organisationsmitgliedern. Diese Erkenntnisse leisten nicht nur einen wichtigen Beitrag zur Erschließung dieses jungen Forschungsfeldes. Vielmehr stellen die Ergebnisse der quasiexperimentellen Studie wichtige Informationen für das Personalmanagement bereit.

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Copyright information

© Springer-Verlag Berlin Heidelberg 2016

Authors and Affiliations

  1. 1.WülfrathDeutschland

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