Designing jobs to do good: Dimensions and psychological consequences of prosocial job characteristics

By Adam M. Grant. 2008

107 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/51c0f4b6c0179d99ff5847a404e9a4f7c846e698

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

The Bright Side of Being Prosocial at Work, and the Dark Side, Too: A Review and Agenda for Research on Other-Oriented Motives, Behavior, and Impact in Organizations (2016, methodology): “Grant and Mayer (2009) S1–S2 measures: Prosocial citizenship motives, using the four-item scale developed by Grant (2008a) S1: Prosocial citizenship motives and impression management motives interacted to determine interpersonal OCBs.”
Leading with Meaning: Beneficiary Contact, Prosocial Impact, and the Performance Effects of Transformational Leadership (2012, methodology): “In turn, perceived prosocial impact is associated with higher effort, persistence, and job performance (Grant, 2008a; Grant et al., 2007), as focusing on meaningful consequences for others can encourage employees to continue working even when they find it unpleasant (De Dreu & Nauta, 2009; Meglino…”
Leading to Make a Difference: A Field Experiment on the Performance Effects of Transformational Leadership, Perceived Social Impact, and Public Service Motivation (2014, methodology): “…Job experience Years of experience in the field of nursing Likert-type scales (0 = disagree strongly, 6 = agree strongly) λ Perceived prosocial impact (Grant 2008a) α = .83; ρ = .87; AVE = .68 − I am very conscious of the positive impact that my work has on others .79*** − I am very aware…”
A structural model of student well-being (2014, background): “Individuals who perform challenging tasks experience more engagement (Grant, 2008).”