Corporate social responsibility and employee performance: The mediating role of employee engagement in the manufacturing sector of Pakistan

Ali, Hafiz Yasir; Haq, Muhammad Asrar ul; Amin, Shaheera; Noor, Sadaf; Haris‐ul‐Mahasbi, Muhammad; Aslam, Muhammad Kashif

doi:10.1002/csr.2011

Cited by 46 publications

(45 citation statements)

References 120 publications

(222 reference statements)

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“…CSR activities also significantly affect employees' loyalty. At the same time, the results confirmed that the employee's loyalty is higher, which has the positive impact on the company's performance and competitiveness (Stojanovic et al, 2020;Ali et al, 2020;Jia et al, 2019). Chen & Khuangga (2020) add that fair working conditions achieved through CSR implementations contribute to higher employee performance.…”

Section: Theoretical Backgroundmentioning

confidence: 60%

“…This allows expressing a certain association with the results of Galvas ( 2016 Involvement of employees in the decision-making process, e.g. by knowing employee's opinion on the object of decision-making, from the point of view of psychology, has a significant influence on loyalty and involvement towards the company (Galvas, 2016;Stojanovic et al, 2020;Ali et al, 2020;Jia et al 2019). In this context, the research showed that the participatory management style is the most applied by Slovak entrepreneurs -this could reflect the fact that Slovak companies have the most active employees in the overall involvement in the company's activities -innovation and healthy competition between colleagues.…”

Section: Resultsmentioning

confidence: 99%

“…Using various CSR activities, SMEs also offer potential employees benefits that ensure their interest and subsequent loyalty (Stojanovic et al 2020;Brieger et al, 2020). CSR also influences companies in the choice of business partners in suppliercustomer relationships (Ali et al 2020).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

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THE PERCEPTION OF COMPANY EMPLOYEES BY SMEs WITH CSR CONCEPT IMPLEMENTATION

Metzker

Zvaríková

2021

IJEK

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The article aims to find out the perception of human capital issues by entrepreneurs of small and medium-sized enterprises within the V4 countries, who implement the concept of CSR in their managerial praxis. The paper is based on a questionnaire survey with data collection from September 2019 to January 2020 with a total of 1585 respondents. Statistical methods of Pearson's chi-square and z-score were used to test the hypotheses. The results revealed differences between countries in terms of employees' turnover, perception of employees as the most important corporate capital, or the implementation of participatory management style. On average, 93% of respondents consider employees the most important company capital across the countries. There is also a strong consensus on the necessity of evaluating employee performance and motivation to innovate work practices.On the contrary, differences in the opinion on staff turnover were found among researched countries. The highest rate of turnover is among Polish entrepreneurs, and the lowest is in Hungary. With the growing company's size, the turnover of employees is getting higher. A participative management style is mainly implemented in the praxis by Slovak entrepreneurs (90%) and least by Hungarian (68%). However, Hungarian entrepreneurs are highly aware of the fact that their employees try to increase their performance, and healthy competition prevails among them (74%). The results may be interesting for those who promote or implement CSR in the conditions of the researched countries.

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Section: Theoretical Backgroundmentioning

confidence: 60%

Section: Resultsmentioning

confidence: 99%

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THE PERCEPTION OF COMPANY EMPLOYEES BY SMEs WITH CSR CONCEPT IMPLEMENTATION

Metzker

Zvaríková

2021

IJEK

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“…Furthermore, some studies tried to focus on the effects of CSR on internal stimulus of CSR such as employees' behaviour, such as employees' commitment, employees' motivation, employees' satisfaction, employees' productivity and performance. It was mostly found by those studies that CSR as an independent variable that integrate interests of all stakeholders is affecting positively the employees' commitment ( Ali et al., 2010 ; De Silva and Lokuwaduge, 2019 ; Weerasekara and Ajward, 2020 ; Zafar and Ali, 2016 ), employees' motivation ( Jie and Hasan, 2016 ; Skudiene and Auruskeviciene, 2012 ), employees' satisfaction ( Barakat et al., 2016 ; Brancato, 2017 ; Wisse et al., 2018 ), employees' productivity ( Romi et al., 2018 ) and employees’ performance ( Ali et al., 2020 ; Story and Castanheira, 2019 ). Compared to this volume of studies on CSR, less study was performed on the leadership as an influential internal stimulus and their mutual effects on CSR.…”

Section: Discussionmentioning

confidence: 99%

How does organizational leadership contribute to the firm performance through social responsibility strategies?

Saeidi

Robles

Saeidi

et al. 2021

Heliyon

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Despite the wide-ranging studies on Corporate Social Responsibility (CSR), firm performance, and Organizational Leadership (OL), there have been only a few studies examining the inter-relationship between them. Accordingly, this investigation has tried to investigate how OL contributes to the firm's performance through the CSR strategies. It has an internal orientation to CSR motivations compared to the existing studies that mostly considered the external factors in implementing of CSR in firms; also, it has a comprehensive view toward the firm's performance by considering both financial and non-financial aspects of performance. It could be said that this study has tried to answer the question of whether or not CSR can be as a mediator between the OL and firm performance. Data collection was performed from 285 manufacturing and consumer products firms located in Malaysia during the four-month period of June-September of 2020. AMOS Structural Equation Modeling (AMOS-SEM) method was applied to analyze the model. Following the Baron and Kenny approach in testing the hypotheses, it was found that the relationships of OL and financial performance, as well as OL and non-financial performance were partially mediated by CSR. In addition, the non-financial performance was found as a full mediator between the OL and financial performance. Further, the results revealed two full mediated relationships in this way that non-financial performance was a full mediator variable between CSR and financial performance, as well as CSR and nonfinancial performance which were found as two multiple full mediators between OL and financial performance. The results help Malaysian managers to understand their current status, capabilities, strong points and weaknesses in leadership regarding to CSR. Moreover, due to the positive effects of CSR on both firm's financial and non-financial performance, CSR is recommended to be integrated in leadership style and the organizational strategies in order to having better performance.

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“…Based on SIT, individuals consider themselves as salient to social categories, and individuals’ self-conception is influenced by relevant social groups or organizations. Consequently, the social identity (ingroup or outgroup) may have a critical influence on people’s attitudes and behaviors ( Tajfel and Turner, 1986 ; Ali et al, 2020 ). Researchers offer empirical evidence of the vital role of CSR initiatives in affecting individuals’ outcomes.…”

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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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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Corporate social responsibility and employee performance: The mediating role of employee engagement in the manufacturing sector of Pakistan

Cited by 46 publications

References 120 publications

THE PERCEPTION OF COMPANY EMPLOYEES BY SMEs WITH CSR CONCEPT IMPLEMENTATION

THE PERCEPTION OF COMPANY EMPLOYEES BY SMEs WITH CSR CONCEPT IMPLEMENTATION

How does organizational leadership contribute to the firm performance through social responsibility strategies?

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

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