Consequences of corporate social responsibility on employees

Abstract

Purpose The purpose of this paper is to draw on affect social exchange theory and related literature to develop and test a research model linking employees’ perception of corporate social responsibility (CSR) to their outcomes [performance and organisational pride (ORP)] with moderating variables: perceived work motivation patterns (autonomous and controlled motivation) to sustain firm’s operations through their employees. Design/methodology/approach The authors used Ghana as a case for this study due to recent turbulences in the banking sector of Ghana. A sample data of 244 subordinate/supervisor dyads from rural and community banks was collected with a time-lagged technique and analysed through a structural equation modelling for this study. Findings These employee’s perceptions of CSR positively related to their performance and ORP. Autonomous motivated employees had a stronger positive moderated impact on perceived CSR-Performance link whereas controlled motivated employees recorded a stronger impact on perceived CSR-ORP link. Practical implications Based on these results, managers and human resource (HR) professionals can aim at acquiring favourable employees’ perception of their firms’ CSR initiatives. In that, it can help firms to remain in business particularly in difficult times. Also, autonomous and controlled motivators may seem inversely related, however, they are not contradictory to each other. Both can coexist within a firm and it is crucial that HR professionals and managers endeavour to balance them discreetly to attain organisational goals. Originality/value Despite the growing interest in CSR across continents, CSR outcomes on employees among small and medium scale firms especially in Africa has fairly been toned-down by respective management of firms, governments and researchers.

Synthesizing the affinity between employees' internal‐external CSR perceptions and work outcomes: A meta‐analytic investigation

“…When viewed microscopically through a holistic lens, the above finding endorses that CSR has more affinity with employees' higher‐order needs, viz. relational needs (belongingness, affiliation, esteem) and moral needs (care for others, meaningfulness, transcendence) than the physiological needs for money, safety, and control (Asante Boadi et al, 2019; Bauman & Skitca, 2012; Gond et al, 2017).…”

“…Social identity theory instituted by Tajfel and Turner (1979) is the most widely used framework in the micro‐CSR literature (Gond et al, 2017). It posits that employees develop a sense of belongingness, value‐fit, self‐worth, and pride in associating themselves with respected organizations (Asante Boadi et al, 2019; Ashforth & Mael, 1989; Greening & Turban, 2000; Peterson, 2004; Rupp et al, 2006). This philosophy elucidates the role of CSR in boosting company's perceived image and reputation among the stakeholders (Bravo et al, 2017; Fatma et al, 2019; Maden et al, 2012; Marin et al, 2009; McWilliams & Siegel, 2001; Rodrigo et al, 2019), which in turn engenders favorable employee attitudes and behaviors (Gond et al, 2017; Manimegalai & Baral, 2018; Santhosh & Baral, 2015).…”

“…For instance, internal CSR meets lower‐order needs (i.e., physiological, economic, safety, affiliation, internal respect), while external CSR meets higher‐order personnel needs (i.e., external prestige/esteem, self‐actualization, transcendence) (Bibi et al, 2022; Kim et al, 2020). Thus, an inclusive CSR policy catering to both kinds of needs (Luo et al, 2020) results in enhanced job satisfaction (Kim et al, 2020), employee well‐being (Guzzo et al, 2020; Su & Swanson, 2019), quality of work‐life (Asante Boadi et al, 2019; Kim, Woo, et al, 2018), organizational commitment (Kim et al, 2017), OCB (Guzzo et al, 2020), and life satisfaction (Kim et al, 2017).…”

The Interplay between Corporate Social Responsibility at Employee Level, Ethical Leadership, Quality of Work Life and Employee Pro-Environmental Behavior: The Case of Healthcare Organizations

“…Prior studies have well emphasized the role of employees in achieving an organization’s CSR objectives [ 17 , 19 , 50 ]. The literature depicts that institutions can impact their employees’ understanding of CSR-related programs through drafting clear rules and policies [ 68 , 69 , 70 ]. Now corporate and visionary leaders are persuaded to ensure that their organization adheres to social norms, which require accountability at both the individual and organization levels [ 71 ].…”

Addressing employee turnover in retail through CSR and transformational leadership

“…This apart, the positive perception of employees about their organization's CSRI might have a significant favourable impact on their perceived pride and satisfaction. We support scholars like Asante Boadi et al (2020) by projecting EB and OI as "intermediating constructs" in this process (p. 234). Combining all the hypotheses, we propose the following:…”