Employees’ Perceptions of Corporate Social Responsibility and Job Performance: A Sequential Mediation Model

Abstract

Abstract:In spite of the increasing importance of corporate social responsibility (CSR) and employee job performance, little is still known about the links between the socially responsible actions of organizations and the job performance of their members. In order to explain how employees' perceptions of CSR influence their job performance, this study first examines the relationships between perceived CSR, organizational identification, job satisfaction, and job performance, and then develops a sequential mediation model by fully integrating these links. The results of structural equation modeling analyses conducted for 250 employees at hotels in South Korea offered strong support for the proposed model. We found that perceived CSR was indirectly and positively associated with job performance sequentially mediated first through organizational identification and then job satisfaction. This study theoretically contributes to the CSR literature by revealing the sequential mechanism through which employees' perceptions of CSR affect their job performance, and offers practical implications by stressing the importance of employees' perceptions of CSR. Limitations of this study and future research directions are discussed.

Perceptions of Future Employees toward CSR Environmental Practices in Tourism

“…Furthermore, in a strategic approach to CSR, where social and business objectives are aligned, and where social initiatives are related to the main activity of the implementing business organisations, CSR programs dedicated to employees can provide significant benefits in a win-win perspective. As previously noticed, past research has tended to neglect the implications of CSR activities on the employee's professional performances, while it can be proven that CSR can play a pivotal role in employees' identification with the employer and job satisfaction, and thus to job performance [5].…”

Hidden Roles of CSR: Perceived Corporate Social Responsibility as a Preventive against Counterproductive Work Behaviors

“…Since the main reason for an organization's CSR activities is not to facilitate the productive outcomes of its members or to restrain their counterproductive outcomes [18], it is difficult for us to believe that perceived CSR is likely to have a direct influence on their CWB. To investigate how and why employees' perceptions of CSR are related to their CWB, the current study relies on the stimulus-organism-response model that has been widely used to explain the mechanisms and reasons that stimuli and responses are related, and to identify the fundamental processes underlying the relationship between organizational contexts and individual behavior [20].…”

“…It is well known that the degree to which employees perceive whether their organization participates in CSR activities and policies contributes to organizational effectiveness by promoting their outcomes [13][14][15]. Indeed, numerous studies have demonstrated that employees' beliefs about their organization being socially responsible exert influence over a variety of their outcomes, including job satisfaction, employee engagement, organizational identification, and job performance (e.g., [16][17][18][19]. Even if the significant effects of perceived CSR on employees' attitudes and behaviors lead us to expect that it has sufficient potential to determine their levels of CWB, there is little information regarding how perceived CSR is actually associated with CWB.…”

Shedding Light on Eco-Innovation in Tourism: A Critical Analysis

“…Sustainability impacts the economy in three ways: (1) it has a direct effect through energy savings; (2) it has an indirect effect because an environmentally friendly image creates a competitive advantage; and (3) the business gains the advantage of being positioned as a green company [14][15][16][17][18][19][22][23][24][25][26][27][28]. To a lesser extent, previous research has found that there is a social impact [2,11] and an impact on the acquisition of unique capabilities [2,29,30].…”