The marketing of employee volunteerism

John Peloza, Simon Hudson, Derek N. Hassay

Research output: Contribution to journalArticlepeer-review

93 Scopus citations


Employee volunteerism can be an effective strategy for increasing the effectiveness of corporate philanthropy. However, in order to be effective, volunteer initiatives should be directed by the firm to ensure a strategic fit and focus on the core competencies of the firm. Therefore, internal marketing strategies are needed to ensure managers receive employee support. Our research quantitatively extends research by Peloza and Hassay (Journal of Business Ethics 64(4), 357-379, 2006) who argued that employee volunteerism is motivated by egoistic, altruistic and organizational citizenship motives. Our findings suggest that volunteer opportunities that fulfill egoistic and organizational citizenship motives will be effective, but that the altruistic motive is not significant. We also find that formal policies concerning manager recognition or time off are not effective, providing more discretion for individual managers. Implications for managers seeking to increase the effectiveness (and therefore support the business case) of their corporate philanthropy are discussed.

Original languageEnglish
Pages (from-to)371-386
Number of pages16
JournalJournal of Business Ethics
Issue numberSUPPL. 2
StatePublished - Apr 2009


  • Corporate social responsibility
  • Donations
  • Employees
  • Philanthropy
  • Social exchange theory
  • Structural equation modeling
  • Volunteerism

ASJC Scopus subject areas

  • Business and International Management
  • General Business, Management and Accounting
  • Arts and Humanities (miscellaneous)
  • Economics and Econometrics
  • Law


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