Relational Job Design and the Motivation to Make a Prosocial Difference

By Adam M. Grant. 2007

1,780 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/f277b40083905f34ef3a25927c694fded573097c

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

No Margin, no Mission? A Field Experiment on Incentives for public service delivery (2014, background): “The thermometer display is designed to create a visual link between packs sold and health outcomes, making social impact salient (Grant 2007) and effectively rewarding stylists for marginal contributions to the cause.”
Relational job crafting: Exploring the role of employee motives with a weekly diary study (2018, background): “Dealing with others (Grant, 2007), receiving feedback (Morgeson and Campion, 2003), and forming networks and friendships are some examples that have become pervasive and crucial in today’s work contexts (Latham and Pinder, 2005).”
The motivating potential of teams: Test and extension of Chen and Kanfer's (2006) cross-level model of motivation in teams (2009, background): “More broadly, our findings also contribute unique empirical evidence to a growing recognition that motivation is not just an intra-psychic process, but, rather, involves a more complex set of contextually-grounded, interpersonal, temporal, as well as person-centered phenomena (Grant, 2007; Kanfer et”
The Psychology of Working Theory. (2016, background): “For example, the relational job design literature demonstrates that when people are connected to beneficiaries of their work as well as the role of their job in the larger society, they have a more solid sense of identity, higher self-esteem, and greater social worth (Grant, 2007).”
Research on calling: What have we learned and where are we going? (2013, background): “…and prosocial motivation – is what distinguish calling from closely related constructs such as work centrality (Dubin, 1956), work commitment (Loscocco, 1989), work engagement (Kahn, 1990), meaningful work (Rosso, Dekas, & Wrzesniewski, 2010), and prosocial work behaviors (Grant, 2007, 2008).”
Leading with Meaning: Beneficiary Contact, Prosocial Impact, and the Performance Effects of Transformational Leadership (2012, background): “Research shows that when employees have beneficiary contact, they perceive greater prosocial impact, as they can see and understand the tangible, meaningful consequences of their contributions for other people (Grant, 2007).”
Giving Time, Time After Time: Work Design and Sustained Employee Participation in Corporate Volunteering (2012, background): “This is misleading because each of the six motives addresses different values associated with volunteering; “prosocial” is the most appropriate term to capture the desire to help or benefit others (e.g., Brief & Motowidlo, 1986; Grant, 2007).”
Toward an Understanding of the Psychology of Stewardship (2012, background): “An individual whose prosocial identity is activated and whose self-concept is thus concerned with helping and empathizing with others (Grant, 2007; Grant, Dutton, & Rosso, 2008), or, more broadly, whose identity is imbued with other-regarding virtuous qualities (Dutton et al.”
Putting job design in context: Introduction to the special issue (2010, background): “For example, they have drawn attention to the increased importance of social and relational characteristics of jobs (Grant, 2007; Morgeson & Humphrey, 2006; Molinsky & Margolis, 2005) and they have accentuated the active role that employees play in taking the initiative (Frese & Fay, 2001) to alter…”
Giving Versus Giving In (2014, background): “Though there are many open questions surrounding the motivations behind prosocial in organizations (Grant, 2007), research has identified an under-recognized power of the direct request.”
Ethically adrift: How others pull our moral compass from true North, and how we can fix it (2013, background): “Contexts where profit is the primary goal may well exclude potentially more communal, altruistic, or pro-social motivations (Grant, 2007) or behaviors (Dozier & Miceli, 1985; Van Dyne, Graham, & Dienesch, 1994).”
Meaningful work as realization and justification (2017, background): “…‘‘significance’’ (Bunderson & Thompson, 2009; Cheney et al., 2008; Pratt & Ashforth, 2003; Rosso et al., 2010; Steger et al., 2006), ‘‘value’’ (Frankl, 1959; Grant, 2007; Hackman & Oldham, 1975; May et al., 2004; Muirhead, 2004; Podolony et al., 2005) or ‘‘worth’’ (Ciulla, 2000; Hackman &…”
Doing good, doing harm, being well and burning out: The interactions of perceived prosocial and antisocial impact in service work (2007, background): “In recent years, organizational scholars have taken conceptual steps to develop and elaborate task significance research to consider how jobs and tasks are structured to provide opportunities to benefit others (Grant, 2007) and requirements to harm others (Molinsky & Margolis, 2005).”
When Job Performance is All Relative: How Family Motivation Energizes Effort and Compensates for Intrinsic Motivation (2017, background): “When employees are motivated to work for their families, because they have an especially rich and deep relationship with their beneficiaries, their willingness to work long and hard on the job should be strengthened (Grant, 2007).”