Hourly Payment and Volunteering: The Effect of Organizational Practices on Decisions About Time Use

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It’s About Time: New Perspectives and Insights on Time Management (2017, background): “As research on time valuation suggests (e.g., DeVoe & Pfeffer, 2007), thismeans that peoplewhovalue their time more might be less likely to participate in time management studies, which, as a result, creates a nonresponse bias and compromises the validity of results.”
The “Other” Time: A Review of the Subjective Experience of Time in Organizations (2020, background): “For example, DeVoe and Pfeffer (2007) found that hourly pay makes individuals aware of the economic value of their time and therefore less willing to volunteer (see also DeVoe & Pfeffer, 2011; Evans, Kunda, & Barley, 2004).”
Giving Time, Time After Time: Work Design and Sustained Employee Participation in Corporate Volunteering (2012, background): “Hourly payment (DeVoe & Pfeffer, 2007a) and billing time (DeVoe & Pfeffer, 2010) are two organizational practices that have been documented to decrease volunteering.”