As an important element, employee participation in corporate social responsibility (CSR) is a channel which helps corporations not only convey their social responsibility messages, achieve win-win situation, but also, in the long run, enhance stakeholder-organization relationships and build-up the corporate image.
However, current literature and theories of motivation do not cover all aspects of employee motives for CSR, and the holistic picture of this internal stakeholders’ motivation to participate in corporate volunteering campaigns is missing. Therefore, to narrow this gap and deepen knowledge about the implications behind employee participation, this research contributes to the literature by building a theory about what motives employees for CSR volunteer activities based on intrinsic and extrinsic approaches.
Furthermore, based on Grant's model (2012), I also develop the intrinsic – extrinsic volunteer motivation model from employee perspective. The research indicates that intrinsic and extrinsic motivations do not exist alone but work together in a collaborative effort to promote and sustain employee engagement in organizational CSR, and there is an implicit connection between employee motives based on their experience of that activity. In addition, novel insights into both theories of motivation and managers are offered.

TABLE OF CONTENTS

ABSTRACT 2
1 INTRODUCTION 6
2 LITERATURE REVIEW 7
2.1 The evolution of CSR 7
2.1.1 From classical view to modern theory 7
2.1.2 From institutional roles to individual roles 9
2.2 Employee motivation for CSR 9
2.2.1 Research from organization perspective 9
2.2.2 Research from employee perspective 11
2.2.3 Benefits of employee engagement 13
2.3 Intrinsic and Extrinsic motivations 14
3 RESEARCH METHODOLOGY 17
3.1 Research objectives 17
3.2 Research design 17
3.2.1 Research methods 17
3.2.2 Sample 17
3.2.3 Data collection 18
3.2.4 Data analysis 20
3.3 Findings 22
4 DISCUSSION 24
4.1 Self-satisfaction 24
4.1.1 Intrinsic motives 24
4.1.2 Extrinsic motives 26
4.2 Self-development 29
4.2.1 Intrinsic motives 30
4.2.2 Extrinsic motives 30
4.3 Self-expression 31
4.3.1 Intrinsic motives 31
4.3.2 Extrinsic motives 34
5 CONCLUSION 37
5.1 The intrinsic – extrinsic volunteer motivation model 37
5.2 Theoretical implications 39
5.3 Managerial implications 41
5.4 Limitations and Future research 42

REFERENCES 43

APPENDIX 47
Appendix 1 – Interview Questions 47
Appendix 2 – Table 5 – Dimensions, Themes, Concepts and Representative Data 49

LIST OF TABLES 5
LIST OF FIGURES 5
LIST OF ABBREVIATIONS 5

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