Influence of employee volunteer programs on relationships among company, employees and community
In this study, the group determined how the employee volunteer programs influence the relationships existing among the company, the employees and the community, as well as the kind of reciprocity that occurs in those set of relationships minimal, dual or triple reciprocity. Furthermore, this primari...
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| Main Authors: | , , |
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| Format: | text |
| Language: | English |
| Published: |
Animo Repository
2011
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| Subjects: | |
| Online Access: | https://animorepository.dlsu.edu.ph/etd_bachelors/8648 |
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| Institution: | De La Salle University |
| Language: | English |
| Summary: | In this study, the group determined how the employee volunteer programs influence the relationships existing among the company, the employees and the community, as well as the kind of reciprocity that occurs in those set of relationships minimal, dual or triple reciprocity. Furthermore, this primarily focused only on the perspective of the management, representing the company, and the employees. To test the proposition, the group did a case study on two companies, Petron Corporation and Citibank N.A., both of which are currently implementing employee volunteer programs, using the basic framework by Bart et al. (2009). Moreover, the group performed a triangulation of data to ensure validity of the results through interviews, surveys and documents or reports about the programs. The group then found out that there were differences in the benefits exchanged among the three stakeholders as results of the implementation of the employee volunteer programs. For one, most of the respondents deem that loyalty to the company does not result from these programs, while employees of Citibank think otherwise. All of the respondents shared the same opinion in the end: The three stakeholders, regardless of how many benefits they give and receive to one another, gain a kind of advantage because of employee volunteer programs. Triple reciprocity therefore exists in both of the companies, making the implementation of employee volunteer programs effective in some way. There is a need for further studies, however, to test the actual effectiveness of the framework by Bart et al. (2009) as applied to all organizations with employee volunteer programs. |
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