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Work‐to‐Society Spillover?
Author(s) -
Lee Youngjoo,
Brudney Jeffrey L.
Publication year - 2015
Publication title -
nonprofit management and leadership
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.844
H-Index - 54
eISSN - 1542-7854
pISSN - 1048-6682
DOI - 10.1002/nml.21146
Subject(s) - prosocial behavior , spillover effect , job satisfaction , perception , task (project management) , public relations , nonprofit sector , work (physics) , social psychology , psychology , job enrichment , job design , job performance , business , management , political science , economics , microeconomics , mechanical engineering , engineering , neuroscience
Nonprofit employees can make ideal volunteers for other organizations in the sector, and understanding their participation in volunteering is a timely task. Based on “spillover theory,” this study tests how nonprofit employees’ experience on the job may carry over into the nonwork arena. The study focuses on how nonprofit employees’ satisfaction with the job and perception of the organization's mission achievement relate to their volunteering, controlling for the generally higher levels of prosocial motivation found in the sector. The findings suggest that the consequences of job satisfaction for this group extend beyond the workplace, contributing to societal benefits.