Social comparisons in boundary-spanning work: Effects of community outreach on members' organizational identity and identification - Statistical Data Included

Administrative Science Quarterly, Sept, 2001 by Caroline A. Bartel

Work effort. Strong identification results in the coupling of self and organizational interests, such that members are likely to work intensely and persistently to ensure the organization's success. Researchers have thus theorized that members who identify highly should demonstrate a high level of effort, diligence, and perseverance in the performance of their jobs (Ashforth and Mael, 1989; Dutton, Dukerich, and Harquail, 1994) based on the assumption that their individual efforts will help promote the collective good of the organization. Thus, boundary-spanning experiences that strengthen members' organizational identification should, in turn, enhance their work-related effort:

Hypothesis 5 (H5): Boundary-spanning experiences that strengthen members' organizational identification will also increase their level of work effort.

Advocacy participation. Strong organizational identification is also likely to promote other behaviors that benefit the organization, such as advocacy participation (e.g., maintaining high standards, challenging others, and making suggestions for change) (Van Dyne, Graham, and Dienesch, 1994). Such acts are often aimed at other organization members but go beyond helpful and cooperative acts, reflecting a willingness to be risky or controversial. In theory, when a member defines him- or herself as an organization member then efforts to improve the organization as a whole can simultaneously benefit the self. Thus, members will contribute more frequently and more freely to the organization to bolster its success and survival:

Hypothesis 6 (H6): Boundary-spanning experiences that strengthen members' organizational identification will also increase their level of advocacy participation at work.

Figure 1 summarizes the predictions that I tested in research on a formalized corporate community outreach program.

METHOD

To test the hypotheses, I collected data from organization members who performed community outreach for the Pillsbury Company, headquartered in Minneapolis, MN. I used a multimethod panel design and collected survey, interview, and observational data from a single sample of participants and their supervisors during several time periods.

Pillsbury's Community Outreach Efforts

Four programs constitute the heart of Pillsbury's community outreach initiatives. The first program consists of business and elementary school partnerships that aim to teach economically disadvantaged students work-related concepts, help them discover career opportunities, and motivate perceptions that work is a viable, positive option for their futures. Participants work in small teams and follow the program curriculum (e.g., lesson schedule and recommended lesson activities) to develop, organize, and deliver their monthly lessons. The second program aims to help at-risk children improve their reading skills. Once a month, participants assisted elementary school students who were below grade level in reading. Participants worked one on one with students and in small teams with other Pillsbury employees to conduct structured exercises designed to improve students' reading comprehension. The third program is a partnership with a service agency that delivers midday meals to people who are elderly or disabled, h ome-bound, or otherwise unable to prepare their own meals. Participants worked together in small teams to deliver lunchtime meals once or twice a month for seven consecutive months. The fourth program involves an international nonprofit organization dedicated to building homes with deserving low-income families. Participants worked in small teams to perform 15-20 hours of construction work over a seven-week period.