What keeps corporate volunteers engaged: Extending the volunteer work design model with self-determination theory insights

Abstract

This study explores the factors explaining why employees internalize a volunteer identity in a corporate context. We do so by empirically testing Grant's volunteer work design model with a sample of 619 employees involved in CV programs, and by comparing its relevance with an alternative, extended model relying on insights from self-determination theory. We show that employees are more likely to internalize a volunteer identity if they can choose what cause to engage for and if they feel that the projects they participate in are meaningful.