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How the Organizational Context Impacts Volunteers: A Differentiated Perspective on Self-determined Motivation

van Schie, Susan ; Güntert, Stefan ; Oostlander, Jeannette ; Wehner, Theo

In: VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 2015, vol. 26, no. 4, p. 1570-1590

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    Titre
    • How the Organizational Context Impacts Volunteers: A Differentiated Perspective on Self-determined Motivation
    Auteur
    • van Schie, Susan. Department of Management, Technology, and Economics, ETH Zürich, Weinbergstrasse 56/58, WEV K 514, 8092, Zurich, Switzerland
    • Güntert, Stefan. Department of Management, Technology, and Economics, ETH Zürich, Weinbergstrasse 56/58, WEV K 514, 8092, Zurich, Switzerland
    • Oostlander, Jeannette. Department of Management, Technology, and Economics, ETH Zürich, Weinbergstrasse 56/58, WEV K 514, 8092, Zurich, Switzerland
    • Wehner, Theo. Department of Management, Technology, and Economics, ETH Zürich, Weinbergstrasse 56/58, WEV K 514, 8092, Zurich, Switzerland
    Type de document
    • Postprint
    Langue
    • Anglais
    Publié dans
    • VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 2015, vol. 26, no. 4, p. 1570-1590. Springer US; http://www.springer-ny.com
    Autre version électronique
    Identifiant OAI-PMH
    • oai:doc.rero.ch:332153
    Summary
    The aim of the present study was to examine how the organizational context of a non-profit organization (NPO) influences the motivation and work behaviors of volunteers. We hypothesized that the organizational context—operationalized by the motivational potential of the tasks, autonomy supportiveness of the supervisor, and value congruence between volunteer and NPO—can benefit or thwart self-determined motivation, which in turn predicts work engagement and organizational citizenship behaviors (OCB). In particular, the innovative aim of the study was to differentiate between general and organization-focused self-determined motivation (general and organization-focused SDM). Structural Equation Modeling revealed a distinction based on data from 2,222 volunteers: general SDM was related to the motivational potential of the task, whereas value congruence accounted for organization-focused SDM. Autonomy supportiveness of the supervisor similarly influenced both foci. Furthermore, general SDM enhanced work engagement, whereas OCB was solely linked to organization-focused SDM.