Corporate Social Responsibility and Collective OCB: A Social Identification Perspective

Wang, Xiao‐Hua; Yang, Jun; Cao, Rujiao; Lee, Byron Y.

doi:10.3389/fpsyg.2019.02720

Cited by 12 publications

(11 citation statements)

References 85 publications

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“…Although several studies have examined the role of employees’ perceptions of CSR in predicting job attitudes and job behaviors ( Newman et al, 2019 ), this study indicates that CSR activities that benefit social and non-social stakeholders can also improve employees’ positive outcomes. The current study verified prior studies by supporting the hypothesis that CSR initiatives would have a positive effect on employee work behavior (e.g., Wang et al, 2019 ). The results of this study suggest that when an organization implements CSR activities, employees may feel a sense of belonging and identification with the organization.…”

Section: Discussionsupporting

confidence: 88%

“…According to SIT, employees evaluate themselves via their organization’s social status or standing and are likely to identify with an organization that holds high prestige. Since employees tend to have prosocial values and expect those values to be implemented by their organization, CSR initiatives may raise employees’ attachment and identification to the organization ( Wang et al, 2019 ). As a result, such a feeling of organizational identification may motivate employees to perform more positively, which in turn improves their job performance.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

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Dual-Mediation Paths Linking Corporate Social Responsibility to Employee’s Job Performance: A Multilevel Approach

et al. 2021

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This study attempts to examine the direct impact of corporate social responsibility (CSR) initiatives on employees’ job performance and the indirect relationships between CSR initiatives on employees’ job performance via industrial relations climate and psychological contract fulfillment. Data were collected from 764 supervisor–subordinate dyads and 271 middle managers from 85 companies. Using a multilevel approach, the results showed that organizational-level CSR was positively related to employees’ job performance. Moreover, the industrial relations climate and psychological contract fulfillment played mediating effects between CSR initiatives and job performance. This study provides novel theoretical evidence for why and how CSR initiatives improve job performance. Theoretical and practical implications for implementing CSR initiatives are discussed.

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Section: Discussionsupporting

confidence: 88%

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Dual-Mediation Paths Linking Corporate Social Responsibility to Employee’s Job Performance: A Multilevel Approach

et al. 2021

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“…The characteristics of OCB, for example, in terms of age, tenure and experience form a basis for in service by stage development to human resource management practitioners when targeted to individual employees and the organisation at large. In other studies (Joubert, Van Tonder, & Grobler, 2018;Oparinde, Oparinde, & Abdulsalam, 2019;Wang, Yang, Cao, & Lee, 2019), OCB has also been reported to promote work quality, actual performance, service quality and service delivery and good reputation, and hence corporate image. The absence of OCB affects the organisational performance and its reputation.…”

Section: Introductionmentioning

confidence: 90%

Psychological capital and organisational citizenship behaviour in selected public hospitals in the Eastern Cape Province of South Africa

Chamisa

Mjoli

Mhlanga

2020

SA j. hum. resour. manag.

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Orientation: The relationship between psychological capital (PsyCap) and organisational citizenship behaviour (OCB) is important to establish especially in the South African public hospitals where the quality of healthcare services have been reported to have deteriorated.Research purpose: The purpose of this study was to examine the relationship between psychological capital and organisational citizenship behaviour among nurses in the public hospitals.Motivation for the study: There is crisis in the public nursing sector as nurses are reported to be working under pressure as a result of increased workload and responsibilities beyond their scope of practice (in terms of doing the work that they are not trained for and more work than they can handle), in addition to rapidly changing work environments.Research approach, design and method: The present study follows a quantitative cross-sectional design using a questionnaire on a sample of 228 nurses from public hospitals in the Eastern Cape Province, South Africa.Main findings: The findings of the study confirm that psychological capital has a significant positive relationship with organisational citizenship behaviour.Practical/managerial implications: The study recommends management to recognise the area of OCB in the public hospitals and work in nurturing and retaining those nurses capable of displaying such behaviours.Contribution/value add: The study validates aspect of reciprocity of the Social exchange theory. Nurses with high levels of hope, self-efficacy, resilience and optimism showed reciprocity through the display of OCBs. The study also validates the aspect of job resources in eroding job demands from the Job demands resources model.

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“…Leaders' practice of CSR will form the core of sustainable leadership management because leadership positively impacts organizational commitment (McMurray et al, 2010 ). CSR brings a sense of mission to employees feel more meaningful and fulfilled the tasks assigned in the organization, so that OC is generated (Wang et al, 2019 ). Based on prior research background, the main purpose of this study is to examine both TL & RDHL on CSR, and the mediation effect on OC, in such a requesting-sustainable-resources era, and further explore the impact of should be adopted through the influence of leadership on the external organizational performance of CSR to promote the internal strengthening of OC, The training and enhancement of leadership skills can be improved based on the impact of RDHL in the future application of human resource management strategies and the training and succession of leaders, in order to create and achieve the goal of organizational sustainability.…”

Section: Introductionmentioning

confidence: 99%

The Mediator CSR Plays the Effective Leadership Belief Role for Resource Dilemma Handling Leadership in Organizational Commitment During Sustainability Development

2022

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The authors aim to explore a better fitting leadership style that is designed for the sustainable era in believing and committing to work for cherishing resources and developing the organization toward a new sustainable direction. This study developed the questionnaire items of the Resource-Dilemma-Handling-Leadership (RDHL) scale, representing a new sustainable era's new leadership style, and then to compare it with the transformational leadership style in order to highlight the importance of RHDL for sustainable development. This study took companies, which have more than 100 employees in Taiwan as research samples. Those companies were selected because they were socially tagged as being operating continuously for more than 20 years and identifying themselves with the operational orientation of social responsibility as their business philosophy and core values for management. A total of 532 valid questionnaires were collected, with a 90.6% valid return rate, and tested with the SEM method. Consistent with the authors' inferences from the literature, the test results suggest that CSR plays the role of full mediator between RDHL and OC. CSR itself is like a sense of responsibility, giving employees a sense of mission, to complete meaningful sustainability-relevant tasks in the organization. RDHL, compared with TL, has a better prediction power on CSR and OC. Theoretically, this study implies that the impact of leadership of the organization on OC in the aspects of sustainable development should be going through the influence of the ELB system in the form of CSR to promote the organization's internal and external organizational CSR performance, with added internal strengthening power from OC. Practically, the new RDHL concepts brought up by this study include the training and enhancement of leadership skills based on the content of the scale items being explored. The new RDHL scale contains a comprehensive description of the spirit of the new sustainable era's leadership style. Also, the future applications of RDHL ideas in the form of human resource development should help the realization of the ideally sustainability behavioral patterns of leaders and employees in the organizations.

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Corporate Social Responsibility and Collective OCB: A Social Identification Perspective

Cited by 12 publications

References 85 publications

Dual-Mediation Paths Linking Corporate Social Responsibility to Employee’s Job Performance: A Multilevel Approach

Dual-Mediation Paths Linking Corporate Social Responsibility to Employee’s Job Performance: A Multilevel Approach

Psychological capital and organisational citizenship behaviour in selected public hospitals in the Eastern Cape Province of South Africa

The Mediator CSR Plays the Effective Leadership Belief Role for Resource Dilemma Handling Leadership in Organizational Commitment During Sustainability Development

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