Employees without a Cause: The Motivational Effects of Prosocial Impact in Public Service

By Adam M. Grant. 2008

240 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Public Administration

View Paper: https://www.semanticscholar.org/paper/9df7391c536ddaafef8e7957165f59a8f124315b

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In Organizational Behavior and Human Resource Management

In Public Administration

Citations in the corpus

A Normative Meaning of Meaningful Work (2019, unknown): “2006), task significance (Fried and Ferris 1987; Hackman and Lawler 1971), purpose (Grant 2008), and job-crafting (Berg et al.”
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 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…”
Calling and Vocation in Career Counseling: Recommendations for Promoting Meaningful Work (2009, background): “For example, perceptions of benefiting others serves to protect service employees against burnout and decreased job satisfaction (Grant & Campbell, 2007), and contact with beneficiaries of one’s work increases motivation and performance among telephone solicitation employees (Grant, 2008).”
On the bright and dark side of public service motivation: the relationship between PSM and employee wellbeing (2015, background): “For these employees, one way to increase wellbeing could be to invite users to speak about how their work has helped (Grant, 2008).”
On the meaning of work: A theoretical integration and review (2010, background): “…of work literature addresses how individuals’ interactions and relationships with other persons or groups, both within and outside the workplace, influence the meaning of their work (Grant, 2008b; Kahn, 1990, 2007; Near, Rice, & Hunt, 1980; Pratt & Ashforth, 2003; Wrzesniewski et al., 2003).”
How work redesign interventions affect performance: An evidence-based model from a systematic review (2021, background): “Grant (2008a) observed that those low in conscientiousness or with strong prosocial values were most responsive to a task significance intervention.”
Fostering meaningful work in organizations: A multi-level review and integration (2019, background): “Both conceptual and empirical scholarship points to the fact that having jobs designed to promote a sense of purpose and positive impact on others relates to greater experiences of task significance and meaningful work (e.g., Grant, 2007, 2008; Grant et al., 2007).”
Performance-Related Pay and the Crowding Out of Motivation in the Public Sector: A Randomized Field Experiment (2015, methodology): “Th is experimental evidence has potential implications for the motivational eff ects of PRP in the public sector because many public sector jobs have a signifi cant prosocial impact (Grant 2008b).”
How Leadership and Public Service Motivation Enhance Innovative Behavior (2018, background): “In a quasi-experiment with fundraisers serving a public university, Grant (2008 ) showed that employees ’ motivation could be increased by connecting them to the prosocial impact of their work.”
Public Service Motivation, User Orientation, and Job Satisfaction: A Question of Employment Sector? (2013, background): “The relevance of including user orientation when studying pro-social motivation and job satisfaction is shown by Grant (2007; 2008), who investigates the role of physical contact with beneficiaries of the services for employee motivation to make a pro-social difference.”