Doing good buffers against feeling bad: Prosocial impact compensates for negative task and self-evaluations

By Adam M. Grant, Sabine Sonnentag. 2010

238 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/f541391e7997d76c69e174eb158624fe018920a4

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In Applied Psychology

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

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, background): “Prosocial impact refers to the experience of making a positive difference in the lives of others through one’s work (Grant & Sonnentag, 2010).”
When Job Performance is All Relative: How Family Motivation Energizes Effort and Compensates for Intrinsic Motivation (2017, background): “In the absence of intrinsic motivation, energy is likely to falter: when the process of carrying out tasks is not interesting, employees lack enthusiasm for their work and have to push themselves to work, which is often exhausting (Grant & Sonnentag, 2010).”
DOING GOOD, FEELING GOOD: EXAMINING THE ROLE OF ORGANIZATIONAL CITIZENSHIP BEHAVIORS IN CHANGING MOOD (2011, methodology): “For example, research by Ilies et al. (2006) suggests Agreeableness as an important moderator of the association between mood and citizenship behavior and Conscientiousness has also been found to play a role in OCB (Organ & Ryan, 1995; Podsakoff et al.”
Vigor as a Positive Affect at Work: Conceptualizing Vigor, Its Relations with Related Constructs, and Its Antecedents and Consequences (2011, background): “Based on the job design literature (Grant, 2008; Grant & Sonnentag, 2010), it appears that there are two different psychological mechanisms that tie the core job characteristics with affective reactions.”
Implications of core self-evaluations for a changing organizational context (2011, background): “Indeed, research has begun to show that this is the case (Grant & Sonnentag, 2010; Grant & Wrzesniewski, 2010; Judge & Hurst, 2007; Kacmar et al., 2009).”
Doing Good at Work Feels Good at Home, but Not Right Away: When and Why Perceived Prosocial Impact Predicts Positive Affect (2012, background): “Until now, research on perceived SONNENTAG AND GRANT 523 prosocial impact focused on differences between persons (Grant & Sonnentag, 2010) or used experimental designs (Grant, 2008).”
The Emotional Cost of Humanity (2016, background): “If helping stigmatized targets seems less efficacious (Cryder, Loewenstein, & Scheines, 2013; Grant & Sonnentag, 2010), this can also increase anticipated exhaustion.”
Development and validation of the Interpersonal Emotion Management Scale (2012, background): “Or, on the other hand, does the perceived prosocial impact of IEM strategies decrease the likelihood of burnout (Grant & Sonnentag, 2010)?”
The role of supervisor autonomy support, organizational support, and autonomous and controlled motivation in predicting employees' satisfaction and turnover intentions (2013, background): “In contrast, controlled motivation is generally associated to negative outcomes such as turnover intentions, psychological distress, and emotional exhaustion (eg, Dysvik & Kuvaas, 2008 , 2010 ; Gagne et al, 2010 ; Grant & Sonnentag, 2010 ).”
Rocking the Boat but Keeping It Steady: The Role of Emotion Regulation in Employee Voice (2013, background): “Deep acting may enable employees to feel these positive emotions through the use of techniques such as reappraising threats as opportunities (Grandey, 2000) or deploying attention to the exciting potential for their suggestions to improve the work and lives of others (Grant & Sonnentag, 2010).”
Work engagement, job design and the role of the social context at work: Exploring antecedents from a relational perspective (2013, background): “Perceived prosocial impact can protect against emotional exhaustion and compensate for low intrinsic motivation and core self-evaluations in predicting performance (Grant and Sonnentag, 2010).”