Feeling Good by Doing Good: Employee CSR-Induced Attributions, Job Satisfaction, and the Role of Charismatic Leadership

Vlachos, Pavlos A.; Panagopoulos, Nikolaos G.; Rapp, Adam

doi:10.1007/s10551-012-1590-1

Cited by 298 publications

(306 citation statements)

References 56 publications

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“…Several studies have shown that CSR is positively related to employee satisfaction (see Ellemers et al 2011;Tziner et al 2011;Valentine and Fleischman 2008;Zhu et al 2014). This effect has been found to be particularly strong when employees perceive the CSR practice to reflect intrinsic organizational values rather than extrinsic promotionally driven motivations (Vlachos et al 2013).…”

Section: The Effects Of Csr On Employee Satisfactionmentioning

confidence: 97%

Catering to the Needs of an Aging Workforce: The Role of Employee Age in the Relationship Between Corporate Social Responsibility and Employee Satisfaction

et al. 2015

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Contemporary organizations often reciprocate to society for using resources and for affecting stakeholders by engaging in corporate social responsibility (CSR). It has been shown that CSR has a positive impact on employee attitudes. However, not all employees may react equally strongly to CSR practices. Based on socio-emotional selectivity theory (Carstensen in Science 312:1913-1915, 2006, we contend that the effect of CSR on employee satisfaction will be more pronounced for older than for younger employees, because CSR practices address those emotional needs and goals that are prioritized when people's future time perspective decreases. In one multi-source field study (N = 143) and one experimental study (N = 500), we demonstrate that CSR indeed has a stronger positive effect on employee satisfaction for older relative to younger employees. Accordingly, engaging in CSR can be an attractive tool for organizations that aim to keep their aging workforce satisfied with their job.

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Section: The Effects Of Csr On Employee Satisfactionmentioning

confidence: 97%

Catering to the Needs of an Aging Workforce: The Role of Employee Age in the Relationship Between Corporate Social Responsibility and Employee Satisfaction

et al. 2015

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“…Targeting sales employees, they revealed that loyalty and positive word-of-mouth from employees increase as perception of stakeholder-driven attribution (the motive to satisfy the demand of stakeholders) and values-driven attribution (the pure motive to increase social value) increases. Another recent study investigated the effect of CSR on the job satisfaction of employees and reported that charismatic leadership influence the motives attributed to CSR, increasing employees' job satisfaction [18].…”

Section: Corporate Social Responsibility (Csr) Motive Attributionsmentioning

confidence: 99%

“…Intrinsic CSR practices begin from a pure interest in the social environment. They can be understood as "practices with sincerity" [18], and an employee truly believes the organization cares for the cause. This attribution is thus related to the moral aspect of the firm, in which employees trust the 'benevolent' character of the firm as representing its true values [6].…”

Section: Corporate Social Responsibility (Csr) Motive Attributionsmentioning

confidence: 99%

“…This attribution is thus related to the moral aspect of the firm, in which employees trust the 'benevolent' character of the firm as representing its true values [6]. Extrinsic CSR practices are those initiated for a specific purpose and to fulfill a specific intention [18]. This does not mean that they are morally questionable practices, reflect harmful intentions, have harmful effects, or negatively influence society; it merely means they are strategic in nature.…”

Section: Corporate Social Responsibility (Csr) Motive Attributionsmentioning

confidence: 99%

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Corporate Social Responsibility Motive Attribution by Service Employees in the Parcel Logistics Industry as a Moderator between CSR Perception and Organizational Effectiveness

Lee

Seo

2017

Sustainability

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Abstract:With sustainability and corporate social responsibility (CSR) emerging as urgent issues in the logistics service industry, the effects of CSR on employee work behavior is receiving increasing attention. This study explores this issue by considering intrinsic and extrinsic CSR motive attributions as moderating variables between CSR perception and organizational commitment and organizational citizenship behavior. The results of a cross-sectional survey and hierarchical regression analyses of 241 survey responses from parcel delivery logistics employees indicate that their perception of CSR strongly enhances their organizational commitment and organizational citizenship behavior. This study also presents evidence that the positive effect of CSR on organizational commitment is weakened when employees attribute CSR practices to intrinsic motives. This study provides guidance for managers in the logistics sector and for academics who wish to address sustainability and CSR issues and to enhance employees' organizational commitment.

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“…These expressions of supplementary public responsibility are valued by employees, who in turn contribute positively to the SMEs. In other words, this type of CSR can increase employee morale, wellbeing, organizational 28 commitment and performance (Farooq et al 2014;Vlachos et al, 2013). A Tanzanian SME succinctly captures this phenomenon:…”

mentioning

confidence: 99%

Corporate Social Responsibility in SMEs: A Shift from Philanthropy to Institutional Works?

et al. 2015

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Feeling Good by Doing Good: Employee CSR-Induced Attributions, Job Satisfaction, and the Role of Charismatic Leadership

Cited by 298 publications

References 56 publications

Catering to the Needs of an Aging Workforce: The Role of Employee Age in the Relationship Between Corporate Social Responsibility and Employee Satisfaction

Catering to the Needs of an Aging Workforce: The Role of Employee Age in the Relationship Between Corporate Social Responsibility and Employee Satisfaction

Corporate Social Responsibility Motive Attribution by Service Employees in the Parcel Logistics Industry as a Moderator between CSR Perception and Organizational Effectiveness

Corporate Social Responsibility in SMEs: A Shift from Philanthropy to Institutional Works?

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