This study examines to what extent perceived corporate social responsibility (CSR) reduces employee cynicism, and whether trust plays a mediating role in the relationship between CSR and employee cynicism. Three distinct contributions beyond the existing literature are offered. First, the relationship between perceived CSR and employee cynicism is explored in greater detail than has previously been the case. Second, trust in the company leaders is positioned as a mediator of the relationship between CSR and employee cynicism. Third, we disaggregate the measure of CSR and explore the links between this and with employee cynicism. Our findings illustrate that the four distinct dimensions of CSR of Carroll (economic, legal, ethical, and discretionary) are indirectly linked to employee cynicism via organizational trust. In general terms, our findings will help company leaders to understand employees' counterproductive reactions to an organization, the importance of CSR for internal stakeholders, and the need to engage in trust recovery.

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Drawing on the social identity literature, this study offers theoretical arguments and empirical evidence to understand reactions to divergent perceptions of organizational external prestige (PEP) and organizational support (POS) -two crucial bases of employees' social worth. Across three studies, using both experimental and field data, we find that PEP-POS discrepancy contributes to employees' perceptions of organizational cynicism and silence behaviour, especially when PEP is high and POS is low (rather than the reverse). Consistent with our social identity perspective, we find that ambivalent identification, that is, the simultaneous identification and disidentification of an individual with an organization, is a key mediating mechanism that transfers the interactive relationship of PEP and POS to cynicism and silence. These findings contribute to a more comprehensive understanding of the dynamics of individuals' social worth at work.

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PurposeDrawing on the self-consistency theory and temporal comparison theory, this study hypothesize that relative perceived supervisor support may positively affect voice behaviour and negatively affect relationship conflict with a supervisor. This relationship happens through the underlying process of supervisor-based self-esteem acts as an underlying mechanism. But, such a relationship would be constrained by the value of temporal perceived supervisor support with high temporal perceived supervisor support strengthen this relationship as compared to low temporal perceived supervisor support.Design/methodology/approachDyad data from 338 samples of employees nested within 50 supervisor workgroups from non-profit firms operating in three different cities in Sindh Pakistan were taken.FindingsData analysis showed that employees with a high perception of relative perceived supervisor support engaged in voice behaviour and restrain themselves from the relationship conflict. The supervisor-based self-esteem derived from supervisor support played the role of mediating this relationship. Moreover, temporal perceived supervisor support not only moderated the path between relative perceived supervisor support and supervisor-based self-esteem also the mediational strength of supervisor-based self-esteem in relative perceived supervisor support and voice behaviour and relationship conflict.Practical implicationsIt is crucial to integrate social comparison in organizational support theory to view the supervisor–subordinate relationship beyond dyad. Managers should understand social comparison processes in which employees engage in to know how it affects various work attitudes and behaviours.Originality/valueGiven the importance of supervisor–subordinate relationships, the authors extend and build on the concept of social and temporal organizational support to supervisor support. The study is novel in studying such relationship and contribute to the supervisory support relationship literature beyond dyadic level.