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A Model for Giving The Effect of Corporate Charity on Employees

Part 3 Just as all charities are not equal for a given firm, nor are all employees created equally in terms of the effects of firm identity changes on performance. In keeping with Chatman’s value fit (Chatman 1991), I posit that employees who have values that fit with the firm’s charitable efforts will identify with the firm more strongly and, in turn, also respond more strongly in terms of performance. This...

A Model for Giving The Effect of Corporate Charity on Employees

Part 2 Ashforth and Mael (1989) discuss how significant the prestige of a group can be to an employee’s social identification to that group. They argue that social identification (perceptions of oneness with group) depends on categorisation of individuals, the distinctiveness and prestige of the group, and on the salience of out-groups. Further, they argue that social identification leads to activities that...

A Model for Giving The Effect of Corporate Charity on Employees

Part 1 In addition to potential external customer attraction benefits, there are also possible powerful internal benefits for a corporation that gives to charity. In this essay we lay the groundwork for a rational and strategic set of principles that could guide a company to maximise the positive effect of its giving on its employees. Aligning a corporation behind a charitable goal can have, I will argue, a powerful...