Relational Job Design and the Motivation to Make a Prosocial Difference
Top Cited Papers
- 1 April 2007
- journal article
- Published by Academy of Management in Academy of Management Review
- Vol. 32 (2), 393-417
- https://doi.org/10.5465/amr.2007.24351328
Abstract
This article illustrates how work contexts motivate employees to care about making a positive difference in other people's lives. I introduce a model of relational job design to describe how jobs spark the motivation to make a prosocial difference, and how this motivation affects employees' actions and identities. Whereas existing research focuses on individual differences and the task structures of jobs, I illuminate how the relational architecture of jobs shapes the motivation to make a prosocial difference.Keywords
This publication has 194 references indexed in Scilit:
- 2. Is it lonely at the top?: The independence and interdependence of power holdersResearch in Organizational Behavior, 2001
- The value of a smile: Game theory with a human faceJournal of Economic Psychology, 2001
- Regulatory Focus Theory: Implications for the Study of Emotions at WorkOrganizational Behavior and Human Decision Processes, 2001
- When the Going Gets Tough, Do the Tough Ask for Help? Help Seeking and Power Motivation in OrganizationsOrganizational Behavior and Human Decision Processes, 1997
- Jobs, Careers, and Callings: People's Relations to Their WorkJournal of Research in Personality, 1997
- The relationship between recognition, rewards and burnout in AIDS caringAIDS Care, 1996
- The four elementary forms of sociality: Framework for a unified theory of social relations.Psychological Review, 1992
- The theory of planned behaviorOrganizational Behavior and Human Decision Processes, 1991
- A confirmatory structural equations analysis of the job characteristics modelOrganizational Behavior and Human Decision Processes, 1987
- Reactions of would-be helpers whose offer of help is spurned.Journal of Personality and Social Psychology, 1987