To do is to be: workplace design to support employee prosocial motivation at the organizational frontline

Abstract

Purpose – The purpose of this study is to explore specific job design elements and internal branding initiatives that promote prosocial motivation. Design/methodology/approach – Self-report data were collected for three studies across three disparate contexts: a cooler manufacturer in a southern US state, a hotel chain in Latin America and a business-to-business construction services company in Latin America. Replication with extension is used to evaluate the theoretical and organizational-model derived hypotheses. Findings – This research uncovers a path to increased prosocial motivation for frontline employees through work design that promotes activities that reflect individual prosociality and establishes internal connections among the workforce. This finding supports the approach to influencing the internalization of relevant attitudes and motivations proposed in self-perception theory and the importance of social connection according to social identity theory. Research limitations/implications – This research rests on the anthropological model approach to work design; yet it is not possible to consider all work design levers in one model. Although psychometrically sound, a two-item measure of feedback was used, which may have limited identification of specific prosocial or ethical climate-based feedback. Practical implications – Organizations should be designed to facilitate individuals serving and helping others. This internal branding initiative fulfills employees’ transcendence motives. Social implications – Prosocial motivation within organizations is showcased in coworker or customer helping behaviors. By training employees accordingly, firms can make this motivation instinctive and, thus, create an environment where employees put others’ needs in front of their own. Originality/value – Rooted in the anthropological model and leaning on self-perception and social identity theories to explain internal processes, a work design model is proposed and tested across three studies that reveals specific levers managers can manipulate to facilitate employees’ prosocial motivation.