This paper introduces a dynamic model to illustrate how the self, the work, and the environment interactively influence the experience of work meaningfulness during the employment period. While individuals might enter an organization with intent to improve or protect others¡¦ well-being, their perceived degree of work meaningfulness might be strengthened or weakened within jobs. Other factors from their work and the environment could come into play. Specifically, the proposed model presents how the interplay between prosocial motivation, perceived task significance, and perceived external prestige of an organization affect the experienced meaningfulness of work jointly. This paper tests the model by surveying employees from the high-tech sector and the police sector using the questionnaire method. The results show that individuals who have prosocial motivation indeed experience a sense of work meaningfulness initially. Even when individuals are prosocially motivated, the perceived external prestige of their organizations positively affects their experience in meaningfulness of work. Furthermore, the perceived level of task significance of one¡¦s work overpowers the existing prosocial motivation when it comes to altering the perception of work meaningfulness. The findings indicate that factors from different dimensions could alter the experienced meaningfulness of work together, and the relation between prosocial motivation and work meaningfulness is dynamic.

In the past few years we have seen the near collapse of the world financial system, and we still have yet to find solutions for world poverty or the food crisis. People have started looking for new solutions in order to solve these problems and are considering new employment options besides the traditional for-profit business sector. Employees are increasingly looking for work in organizations that have a more sustainable approach to business. One organization type that fits these criteria is a social business. Most of the research in social entrepreneurship and social businesses, however, has concentrated on the social entrepreneur and the entrepreneurial process so far. Only few studies have explored the employee side. Similarly, research on perceived employee motivation has mainly concentrated on the traditional for-profit businesses and on non-profit organizations. Although employee motivation is considered as crucial to the success of any business, perceived employee motivation in established social businesses has scarcely been researched yet. The purpose of this thesis is to understand why people choose to work in a social business, and what motivates them to work there. This research was conducted as a single case study following Stake (1995). It was carried out in the Helsinki Metropolitan Area Reuse Centre Ltd in Finland. In order to achieve our goal, we have found it helpful to combine relevant motivation theories such as intrinsic motivation, task significance, prosocial motivation, value congruence, and meaningfulness, with current social business theories. As a result of our research, we have developed a model that elaborates how employees make their decision on employment and what influences their perceived motivation. Our findings suggest that both, the distinct business model and the mission of a social business have a great impact on people’s choice of employment. Moreover, the company values, which are partly derived from the mission of a social business, also influence prospective employees’ choice of employment. In addition, the employees’ educational background impacts their choice as their values reflect their education. They are also looking for such work, whose content fits their education. In our study we have tried to point out that perceived employee motivation in a social business is also strongly influenced by value congruence. Moreover, the perceived meaningfulness that derives from the social business’ mission has an impact on the perceived employee motivation. The employees feel that their work is positively affecting people, society, and the environment, which results in task significance and prosocial motivation. Finally, the flexibility of the work, the ability to influence the work content, and the work atmosphere, are also shown to exercise a great influence on perceived employee motivation.

General tax officers are important assets of government organization. Tax officers provide frontline service for people, therefore, their service quality and work performance have an influence on government image. The purpose of this study is to explore the relation between tax officers¡¦ perceived organizational support (POS) and organization citizenship behavior (OCB). Furthermore, we want to realize whether tax officers¡¦ voluntary workers motivations (VWM) have mediation between POS and OCB. In this study, expectations through literature review and empirical study to explore the POS,VWM , and OCB on the view of the perspective taking with prosocial motivation, providing suggestions to the tax authorities and the relevant organization. This study is the case of Revenue Service East and West District Office, Kaohsiung City. There are 481 valid questionnaires, including directors and staff. By means of reliability, validity, factor analysis, descriptive statistics, correlate analysis, we use hierarchical regression to realize research variables and verify hypothesis. The main conclusions of this study are as below: 1.Tax officers are able to develop highly OCB. There are no significant difference in staff cognition themselves as well as in directors¡¦ cognition to staff. 2. Tax officers¡¦ lower POS results in lower in-Role Behavior. 3. There is a certain difference in correlation between VWM and OCB. 4. Tax officers¡¦ attitude, cognition and behavior towards their work will produce significant change after participating in voluntary activities. According to the conclusion of this research, we propose suggestions to relative organizations as a reference.

Why do people work in the voluntary sector? Is the sector distinct, with characteristics that differentiate it from the private and public sectors? Is it important to consider the existence of the so-called ‘third sector’ when analysing behaviour in the labour market? Is altruism really an important motivation for workers in this sector? This dissertation is concerned specifically with the labour market in the voluntary sector: that is, workers who are the paid employees of independent nonprofit organisations. Using a large, national dataset, we explore empirically the predictions of the economic theory of voluntary organisations. In particular, is there evidence for a ‘warm glow’, the extra utility that workers receive for working towards a goal that they share with their employer? Does this glow exist, and is it brighter in the voluntary sector? We examine in turn sector differences in wages, working hours, and find evidence that employment in the voluntary sector is significantly different in some characteristics from both the private and public sectors. The main economic theories of voluntary sector wage-setting rely on some formulation of ‘warm glow’ utility or intrinsic motivation derived from working for an organisation with a mission shared by motivated employees. This leads to a prediction of lower wages in the voluntary sector. The empirical findings in the existing literature have focussed on US data, and the results have been mixed. Using pooled cross-sectional and panel datasets based on UK employment data between 1997 and 2007, we show that there is some evidence of warm-glow wage discounts in the sector for male workers, but that these wage differences have been eroded as the sector has grown. Although there is not a significant sector wage difference found for women, there is evidence that they have also experienced faster wage growth in the voluntary sector than the private. There are significant sector differences in working hours within the Health & Social Work industries, particularly in overtime working. Workers in the voluntary sector work more hours of unpaid overtime, whilst those in the private sector work more hours of paid overtime. Controlling for overtime hours has a significant effect on sector wage differentials. In particular, accounting for unpaid overtime results in evidence of a warm-glow wage discount for female workers. We analyse this data at a time when the sector has been growing dramatically, driven by government policy to reform public services. Our findings suggest that this policy has had unintended consequences for the voluntary sector labour market.

Background: Virtual teams are becoming an increasingly prominent organizational unit, mainly as a result of globalization, digitalization, and the Covid-19 pandemic. While enabling operational advantages, virtuality may be adverse for the team members’ motivation as limited physical interaction in virtual teams can cause feelings of loneliness and demotivation. However, the full impact of the limited physical social interaction on member motivation remains unclear.  Purpose: The study’s purpose is to contribute to knowledge development regarding individual motivation in virtual teams, and how it is affected by limited physical social interaction. The study further aims to provide insight into how to manage such teams to strengthen the motivation of the virtual team members and thus improve the overall functioning of the team.  Method: A qualitative research design was utilized for this study. The empirical data was obtained through semi-structured interviews conducted with ten virtual team members operating within the IT industry. Further, an abductive research approach was applied, and the collected data were analyzed using thematic analysis.  Conclusion: Social dimensions are interdependent and affect each other. They also interplay with social identity and the need to belong. Limited social ties and socialization are generally a motivational issue, but the perception and motivational effect varies greatly between individuals as a result of personal factors. However, virtual team members are still generally motivated, mainly as a result of the independence that the virtual setting provides. Motivation can be improved over time as the team members get to know each other better. The manager should also plan physical, or if not feasible, digital social activities focused on bringing value and not awkwardness. Lastly, the manager is advised to promote team empowerment as it fosters prosocial motivation, which is generally preferable in virtual teams.

This research paper seeks to draw on social learning theory (Bandura, 1977) as an overarching framework to examine how unit managers’ ethical leadership style affects the team and individual prosocial voice behaviors in the context of social enterprises in Hong Kong. Ethical leadership has been found to be conducive to both desirable team and individual employee behaviors. However, scholarly understanding of the multi-level effects of ethical leadership and the underlying mechanisms involved is rather limited. Moreover, previous research has directed attention almost exclusively to the influence of ethical leadership in the context of commercial organizations. This narrow stance has curiously left open the question of whether ethical leadership can profoundly and uniquely induce prosocial and desirable outcomes among employees in typical hybrid organizations, such as social enterprises. first conducted 20 semi-structured interviews among employees, unit mangers, and senior executives from 29 social enterprises in Hong Kong to obtain the field illustrations of ethical leadership. Then, I proceeded to collect multi-level, multi-wave, and multi-sources data from employees, unit mangers, and senior executives (i.e., three sources) of 59 teams from the participating social enterprises across three points of times. Findings of both the qualitative and quantitative study confirmed the positive role of ethical leadership in social enterprises. More specifically, this study demonstrated that ethical leadership is vital for encouraging the team and individual to voice out their concerns and opinions through different motivational mechanisms. Team initiative climate mediated the relationships between team ethical leadership and both team and individual prosocial voice; individual prosocial motivation mediated the relationships between team ethical leadership and individual prosocial voice; team initiative climate mediated the relationships between team ethical leadership and individual prosocial motivation; and finally, individual prosocial motivation mediated the relationships between team initiative climate and individual prosocial voice. Theoretical and practical implications are discussed.

This study was initiated for the purpose to further understand the theoretical relationship between followers trust of the closest bound perceived servant leader and the predictability of the  followers organizational citizenship behavior (OCB). Specifically, this study looked at the modifying effect of the followers prosocial motivation—the desire to benefit other people (Grant, 2008) on multilevel dimensions of trust (i.e. affect- and cognition-based trust) and how this could possibly predict if at all followers OCB. There is far less research specifically about servant leaders than those implementing transformational leadership theory (Joseph & Winston, 2005; van Dierendonck & Nuijten, 2011). There are numerous studies using transformational leadership based on the well-defined parameters that are proven to be a relatively strong predictive variable in a variety of theoretical fields (N. Eva, Sendjaya, & Prajogo, 2015). Zhu and Akhtars’ (2014) study on transformational leadership behavior and multi-levels of trust is the inspiration to the current research project. The current research project is a close replication of Zhu and Akhtars’ (2014) model with the replacement of transformational leadership with servant leadership. Data were collected from 39 followers and four leaders from seven different facilities in the greater Stockholm area. The results showed that affect-based trust mediated the relationship between servant-based leadership and followers OCB. In addition, affect-based trust mediated the relationship between servant leadership and followers OCB only with those with high prosocial motivation. As for cognition-based trust, there seems to be some interaction between cognition-based trust and the relationship between servant leadership and followers with low prosocial motivation. These results strengthen the conclusions of the original study by Zhu and Akhtar (2014). Finding that servant leadership does not predict follower’s organizational citizenship behaviors alone. To reach a better understanding on followers OCB and their interaction within a servant leadership organization one must look at the individual followers’ level of trust and prosocial motivation variables to further our understanding on how to encourage OCB.