The Persistence of Prosocial Work Effort as a Function of Mission Match

Abstract

Abstract The authors use an online experiment to test the proposal that “mission match” leads to persistent prosocial work effort, whereby employees go above and beyond remunerated job responsibilities to deliver a public good. First, the importance of mission match to persistent prosocial work effort in public and nonprofit organizations is discussed. Then a real‐effort experiment is used to test whether mission match is associated with the persistence of individual work effort under conditions of unreasonable performance expectations. Findings show that subjects’ narrow identification with the mission of the particular organization on whose behalf they are working is a more important determinant of persistence than the extent to which one reports self‐sacrifice as a motivation toward service. Moreover, reported self‐sacrifice does not appear to reinforce the relationship between mission match and persistent prosocial work behavior .