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ABSTRACTPayroll giving (on‐going donations deducted from an employee's salary) is an effective way to engage employees – important Stakeholders – in the company's corporate social responsibility (CSR). This paper is based on a study that was conducted among 24 Australian companies, with over 4500 employees, to examine how participation and levels of giving relate to background variables (income, job level, education, age, family status, and giving behavior), attitudes (motivations, barriers, attitudes toward the employers' engagement in the community and organizational commitment), as well as organizational factors (size, industry type, overall level of participation, and matching donations by the employer). We found payroll giving to be significantly related to all background variables and organizational factors. As for attitudes, we found significant differences between high‐level givers, low‐level givers, former givers and non‐givers in regards to their motivations, barriers and attitudes towards their employer's engagement in the community, but not to organizational commitment. The study shows that stakeholder theory and corporate giving theories can be combined to involve employees in the company's giving. The findings can help companies to understand how to better communicate, segment and donate in a way that will increase participation of employees. Copyright © 2012 John Wiley & Sons, Ltd and ERP Environment.

Based on the signaling theory and its application in nonprofit organizations, this study examines the relationship between disclosure in nonprofits and ability to attract household donations. Based on 50 random Australian nonprofits, scores were assigned for fiduciary, financial, performance, and total disclosure. A significant correlation was observed between the extent of total household donations received and a change in marketing and fundraising spend. However, there was no significant relationship identified between total household donations and disclosure. As disclosure does not seem to be rewarded by household donors, this article discusses the potential for a national educational campaign to inform donors of the increasing accessibility of this type of information, the benefits of utilizing this type of information, and how best to use it.

PurposeThis study aims to extend existing research on impact measurement (IM) in social enterprises (SEs) by capturing, comparing and contrasting perceptions of IM in SEs in Australia and India.Design/methodology/approachA qualitative methodology was used to study five cases each in India and Australia. The SEs were identified using snowball and theoretical sampling, and grounded theory was applied to analyze the data.FindingsEmerging perceptions of IM in both countries are described according to the development of the SE, its perceived impact and IM methods and challenges. Primary differences between India and Australia lie in perceptions of impact and IM, and related tools and processes. Similarities include understanding the importance of IM and the challenges faced. Signaling theory is used to depict how some SEs use IM to signal quality to their stakeholders and how information asymmetry can be reduced by measuring and reporting on IM.Research limitations/implicationsThere is limited representation from developed and developing countries, and the snowball and theoretical sampling approaches used to identify SEs have limitations, including limited representation of SEs.Practical implicationsThere is presently no standardized method of IM due to common challenges and perceived barriers. It is, therefore, important for SEs to work toward developing their own comprehensive IM methodology that is ingrained in strategy, applied on a regular basis and used to measure collective impact to increase sense of ownership and acceptability for employees and partners.Originality/valueThe paper brings the social entrepreneurs' perspectives on measuring social impact while comparing these perspectives in one developing and one developed country.

In the last two decades knowledge on volunteering has significantly expanded, but a thorough understanding of the organizational socialization of volunteers is still lacking: the process through which one learns the job, internalizes organizational values and goals, and becomes an effective and involved volunteer. By performing an ethnographic study with Israeli volunteers working for at-risk youth, the organizational process was portrayed. The Volunteering Stages and Transitions Model (VSTM) presented in this article indicates five different phases in volunteers' socialization (nominee, newcomer, emotional involvement, established volunteering and retiring). The importance of the model lies in the way it explains transitions between the phases and details the process, experiences, and emotions involved in each phase. The transformation is reflected in different aspects related to volunteer work: activity and training; emotions and perceptions; attitudes and behavior; perceived benefits and costs; and relationships with the organization, peers and recipients.

How are volunteers who provide assistance to refugees socialized into their organizations? Known as the process through which newcomers evolve from organizational outsiders into insiders, socialization is particularly crucial among volunteers, as they often help vulnerable groups such as refugees. To examine this issue, which is critical to both scholars and practitioners, we draw on a large-scale qualitative study conducted in France and Australia. Based on triangulated data from 42 in-depth interviews, 17 hours of participant observations and document analysis, we shed light on the socialization of volunteers. We identify a three-stage process during which volunteers become insiders: (i) familiarizing with the role; (ii) bonding with the group; and (iii) embedding into the organization. Each stage consists of tactics, learning domains, emotions and outcomes that are particularly salient to the volunteer experience. With only slight differences between the two countries, our model extends organizational socialization theory by uncovering a process that allows volunteers to feel confident in their role, integrated into their team and part of a larger purpose. We also contribute to debates on volunteer management by highlighting organizational tactics that fit the volunteer experience.

Corporate volunteering (CV) is a fast-growing trend in voluntary action. As an increasing number of not-for-profit organizations receive help from corporations in the form of CV, it is important to build a "business case" for this important collaboration and to better understand why employees volunteer through their workplace. Borrowing from the existing literature and self-determination theory (SDT), we examine how satisfaction of psychological needs through CV affects job satisfaction and affective commitment. Drawing on a survey of 4,127 employees, volunteers show significantly higher rates of job satisfaction and affective commitment compared with non-volunteers. Among employees who participate in CV, relatedness and competence need satisfaction through CV positively affect job satisfaction and affective commitment. The results of this study contribute to the body of knowledge on CV and SDT and provide practical implications for companies and not-for-profit organizations.

PurposeThis paper aims to investigate the relations between employee corporate social responsibility (CSR) attitudes on job satisfaction (JS) and organizational commitment (OC) in the context of Bangladeshi banks in the developing world. Specifically, it examines the relationship of CSR attitudes with the three diverse aspects of OC: affective OC, normative OC and continuance OC.Design/methodology/approachComparisons are made via survey data obtained from 502 employees of two banks in Bangladesh using structural equation modeling analysis. The research instrument in four sections illustrates the most common measures in the literature used to evaluate the constructs and their interrelations according to the proposed conceptual model of the study.FindingsThe outcomes of the study reveal that there is a positive relationship between employee CSR attitudes, and both JS and OC. In addition to establishing a relationship between CSR attitudes and "Affective OC", this study also found a relationship with "Normative OC", which is less common in the existing literature.Research limitations/implicationsThe limitations of the study mostly revolve around sample and social desirability. To further test the generalizability and cross-sectional validity of the outcomes, it is suggested that the proposed framework be tested in several other industrial/service sectors of developing countries.Practical implicationsThe findings of the present research encourage companies in the developing world to adopt CSR practices to increase rates of JS and OC.Originality/valueThe study contributes to the literature on CSR and positive workplace outcomes, specifically in the developing world context. Additionally, and unlike past research, the results show the significant effect of employee CSR attitudes on both affective OC and normative OC.