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April 1, 2007Academy of Management Review1,848 citations

Relational Job Design and the Motivation to Make a Prosocial Difference

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AGAdam M. Grant

Key Points

  • The research aims to explore how job design impacts employee motivation to make prosocial differences in others' lives.
  • Introduced a model of relational job design
  • Illustrated connections between work contexts and employee motivation
  • Examined the effects on employee actions and identities
  • Demonstrated that relational architecture significantly motivates employees to pursue prosocial goals
  • Highlighted the impact of work contexts on employees' care for others' well-being
  • Showed a shift from individual differences to relational aspects in job design affecting motivation

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.

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Cite This Study

Adam M. Grant (2007) studied this question.

synapsesocial.com/papers/69dad3360d8d6ef495a3c4f1https://doi.org/10.5465/amr.2007.24351328
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