Purpose
Micro corporate social responsibility (CSR) is an emerging concept in management that relates to the examination of employees’ reaction to CSR initiatives. In this stream of literature, this study aims to investigate the underlying mechanism and boundary conditions of CSR and employees’ organizational identification relationship.
Design/methodology/approach
The data of middle managers (n = 187) were collected from a large hospitality and real estate organization actively involved in CSR activities in Pakistan. The authors conducted two surveys using the self-administered questionnaire with a temporal break. Structural equation modeling was run using AMOS to analyze the data.
Findings
The authors found that organizational pride meditates while desire to have a significant impact through work (DSIW), gender and organizational tenure moderates the relationship between CSR and organizational identification.
Practical implications
The study implies that the management can take the opportunity to make use of the positive response of the employees by investing in social and environmental causes.
Originality/value
The study contributes to CSR, organizational behavior literature, and person-organization fit theory by explaining the complete path of CSR and identification. It unfolds the underlying mechanism and contingencies of CSR-Identification link that are overlooked in the literature .
The COVID-19 outbreak wreaked havoc on the hospitality business, resulting in significant layoffs, salary cuts, and unpaid leaves globally. This study uses the sensemaking theory to investigate how COVID-19 induced unfavorable human resource (HR) practices affect the link between perceived corporate social responsibility (CSR) and employee identification and commitment. We tested this model using the data collected from 392 hospitality sector employees in Pakistan. The results reveal that “cut in salaries” and “work from home” positively moderate CSR’s impact on employees’ identification and commitment. On the other hand, employee layoff and leave without pay do not impact the positive relationship between CSR and employees’ attitudes. Furthermore, the study finds that CSR during this pandemic has a significant positive impact on employees’ attitudes. However, this relationship becomes insignificant for employees who reported unfavorable HR practices in their organizations. The finding further reveals that CSR’s impact during COVID-19 on employees’ attitudes is moderated by the different levels of CSR importance in employees’ minds. This evidence is significant since HR practices implemented during this crisis need to be identified and framed to understand the effects of CSR on employee commitment and identification. CSR involvement in the pandemic can help managers keep their employees committed to organizations; only if this charity begins from their internal stakeholders first.
International Journal of Chemistry wishes to acknowledge the following individuals for their assistance with peer review of manuscripts for this issue. Their help and contributions in maintaining the quality of the journal is greatly appreciated. Many authors, regardless of whether International Journal of Chemistry publishes their work, appreciate the helpful feedback provided by the reviewers. Reviewers for Volume 8, Number 4 Abdul Rouf DarAdel F. ShoukryAhmet Ozan GezermanAmer A. TaqaAna SilvaAyodele Temidayo OdularuGreg PetersJalal IsaadK. Ishara SilvaKonstantinos KasiotisLalith P. SamankumaraLeiming WangNejib Hussein MekniOng Siew TengR. K. DeyRabia RehmanSeverine QueyroySitaram AcharyaSitaram BhavarajuSujan Kumar Sarkar Albert JohnOn behalf of,The Editorial Board of International Journal of ChemistryCanadian Center of Science and Education
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