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Our purpose in this study was to examine an explanation of how experienced compassion relates to employee outcomes, such as affective organizational commitment, organizational citizenship behavior, and turnover intention. The model tested suggests that compassion at work influences these organizational outcomes by developing positive work‐related identity, which in turn prompts employees to accelerate affective commitment toward their organizations and organizational citizenship behavior, while at the same time decreasing turnover intention. The findings of our study demonstrate that compassion at work is an antecedent to positive work‐related identity, which in turn fully mediates the relationship between compassion at work and organizational outcomes (i.e., affective organizational commitment, organizational citizenship behavior, and turnover intention).

Purpose -This study aims to examine how employees' perceptions of organizational actions, such as corporate social responsibility (CSR), affect their compassionate acts in organizations through employee perceptions of organizational justice and affective organizational commitment. Design/methodology/approach -The employees from 87 firms in South Korea were surveyed using a self-administered instrument for data collection. Out of 400 questionnaires, a total of 253 usable questionnaires were obtained after list-wise deletion, for a 63.3 percent response rate. The firms belong to a variety of industries (banking and financial services, manufacturing, hospitals, education, etc.). Findings -The results indicate that employees' perceptions of CSR positively relate to compassion at work through organizational justice perceptions (i.e. perceptions of distributive justice, procedural justice, and interactional justice), and affective organizational commitment, in a sequential manner, in addition to their direct effects on compassion at work. Originality/value -This study sheds new light on both the compassion and the CSR literature due to its attempt to bridge the macro concept of CSR with micro research in compassion. This is, apparently, one of the first pieces of research in the management literature to specifically address compassion as a consequence of employees' CSR perception.

Despite an enduring interest in emotional labor, the effects of social capital on the emotional regulation process remain relatively underexplored. Using the job demands-resources model, we propose that social capital provides employees with the job resources required for deep acting. We also propose a double-mediation effect of deep or surface acting and job engagement, through which employee social capital can increase organizational citizenship behavior (OCB). Empirical results using data from 330 employees selling financial or insurance products in South Korea support our hypotheses that deep acting by sales employees and job engagement sequentially mediate the positive relationship between social capital and OCB.