Building Employee Relationships Through Corporate Social Responsibility

Abstract

We explore the role of deeply held beliefs, known as social axioms, in the context of employee-organization relationships. Specifically, we examine how the beliefs identified as social cynicism and reward for application moderate the relationship between employees' work-related experiences, perceptions of CSR, attitudes, and behavioral intentions toward their firm. Utilizing a sample of 130 retail employees, we find that CSR affects more positively employees low on social cynicism and reduces distrust more so than with cynical employees. Employees exhibiting strong reward for application are less positively affected by CSR, whereas their experiences of other work-related factors are more likely to reduce distrust. Our findings suggest the need for a differentiated view of CSR in the context of employee studies and offer suggestions for future research and management practice.

Determinants to the implementation of corporate social responsibility in the maritime industry: a quantitative study

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The Quintessence of Organizational Commitment and Organizational Cynicism

“…Studies demonstrated that the consequences of organizational cynicism might manifest themselves by passive participation in the activities of the organization, poor performance, low level of morals, and high absenteeism (Johnson, O'Leary-Kelly, 2003). There are also many studies that prove that cynicism has a negative impact on employees' loyalty, motivation and teamwork continuity (Ozer et al, 2014), since cynical employees do not trust others, they are less helpful (Kim et al, 2009;West et al, 2015;Terzi, Derin, 2016;Collins, 2017;etc. ).…”

Online Voluntary Transparency in Spanish Retail Firms. Measurement Index and CSR-Related Factors as Determinants

“…In the specific case of retailers, and besides customers, one additional critical stakeholder must be employees, as "internal customers", to the extent that a socially responsible behavior to them regarding recruitment, remuneration, training, equality, health, retirement, work-life balance, and so on, [47] can help attract and retain high quality employees, increase their sense of identification with the firm and improve their relationships with consumers [47,48,77]. Similarly, the relationship and collaboration between retailers and suppliers plays a critical role in fostering sustainability [78], inasmuch as if retailers send signals of socially responsible behavior concerning their suppliers (from increasing the supplier education regarding sustainability issues [78] to promoting better wages, working conditions, and health and safety issues in third world suppliers [79], these behaviors can encourage consumers' expectations regarding the quality and value of the offer and boost the final market demand [80].…”