Corporate Social Responsibility, Multi-Faceted Job-Products, and Employee Outcomes

Abstract

Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. This paper examines how employees react to their organizations' corporate social responsibility (CSR). Drawing upon research in internal marketing and psychological contract theory, we conceptualize that employees have multi-faceted job needs (i.e., economic, developmental, and ideological needs) and that CSR programs constitute an important means to fulfill these needs. Based on cluster analysis, we identify three employee segments, Idealists, Enthusiasts, and Indifferents, who vary in their multi-faceted job needs and, consequently, their demand for organizational CSR. We further find that an organization's CSR programs generates favorable employee related outcomes, such as job satisfaction and reduction in turnover intention, partially by fulfilling employees' ideological and developmental job needs. Finally, we find that CSR proximity strengthens the positive impact of CSR on employee-related outcomes. This research reveals significant employee heterogeneity in their demand for organizational CSR and sheds light on the underlying mechanisms linking CSR to employee-related outcomes. We end with a discussion about the theoretical and practical implications of our research. Terms of use: Documents in

Corporate social responsibility and employee engagement: The moderating role of CSR‐specific relative autonomy and individualism

“…Whereas we faced constraints from our research sponsors on how many variables we could include, and our sample size prohibited us from testing too complex of a model, we did attempt to choose as control variables those we felt were among the best "contenders" for potentially confounding our results.4 In our sample, non-profits included educational institutions, government agencies, health care organizations, and social service agencies.5 Considerable CSR research includes data from non-profit organizations (e.g.,Du, Bhattacharya, & Sen, 2015;De Roeck, Marique, Stinglhamber, & Swaen, 2014;Gatignon-Turnau & Mignonac, 2015).6 Note that in response to a reviewer comment, we re-ran all analyses using data from employees working for for-profit organizations only, and all results were consistent with those reported below.…”

Contributions of CSR perception to employees commitment and job Satisfaction: Does personal income matter?

“…Since, CSR can represent a good image of the organization, it is likely for employees to identify strongly and feel proud working in the organization having such positive social values (Brammer, Millington, & Rayton, 2007). Prior research also supported the linkage between CSR perception and positive work attitudes (Du, Bhattacharya, & Sen, 2015;Turker, 2009;You et al, 2013). Given all the theoretical and prior supports, the following hypotheses are proposed:…”

Corporate social responsibility and competitive advantage: A developing country perspective

“…In the context of small and medium‐sized enterprises of fashion industries, studies have found that CSR activities significantly improve the innovation processes of firms, both from the technical and organizational points of view (Battaglia et al, ). Scholars have therefore indicated that many organizations across the globe are increasingly leveraging CSR to gain CA and achieve long‐term success (Du, Bhattacharya, & Sen, ; Flammer, ; Porter & Kramer, ).…”