Hotel employees' corporate social responsibility perception and organizational citizenship behavior: Perceived external prestige and pride in organization as serial mediators

Abstract

Researchers' interest to examine key stakeholders' responses to hospitality companies' social responsibility practices is increasing. Current study is a micro‐level CSR research that aims to examine how hotel employees' perceptions of corporate social responsibility (CSR) affect their organizational citizenship behavior (OCB) and its mediated link through perceived external prestige and pride in organization. This article sample consisted of 419 employees from seven different hotels in Turkey. Structural equation modeling is employed to test research hypotheses. The findings suggest that hotel employees' CSR perception does not have direct positive effect on OCB. Perceived external prestige and pride in organization mediated the relation between CSR perception and OCB, respectively. Finally, the relationship between employees' CSR perception and OCB is sequentially and fully mediated by perceived external prestige and pride in organization. The findings are discussed and theoretical and practical implications are provided.

Being sustainable: The three‐way interactive effects of CSR, green human resource management, and responsible leadership on employee green behavior and task performance

“…CSR as a resource conservation policy and ethic creates a green context that fosters employee green behavior (Boan & Dedeolu, 2020;Su & Swanson, 2019). It is acknowledged that organizations that highly value corporate social and environmental responsibility make strong efforts to protect the environment, reduce resource waste and pollution, and care about customer and community benefits (Kim et al, 2017;Levy & Park, 2011).…”

Cleaner production practices at company level enhance the desire of employees to have a significant positive impact on society through work

“…Gouthier, 2014 ; Lythreatis et al., 2019 ; Mas-Machuca et al., 2016 ) have agreed that employees’ emotional and cognitive state of mind (e.g. OP in our case) has a significant influence on their whole performance at workplace ( Boğan and Dedeoğlu, 2020 ; Cohen et al., 2020 ; Farooq and Salam, 2020 ; Kraemer et al., 2020 ). According to Arnett et al.…”

“…(2020) OP is a significant predecessor of creativity at workplace. In this context, Boezeman and Ellemers (2014) have noted that OP inculcates an element of respect and satisfaction among workers ( Boğan and Dedeoğlu, 2020 ; Schaefer et al., 2020 ). Furthermore, Gouthier and Rhein (2011) have also acknowledged that positive workmanship behavior is an outcome of OP ( Kraemer and H.J.…”

“…CPP, SQ and CSR’s) performance based financial outcomes. By doing so, they have overlooked various behavioral, emotional, cognitive and psychological aspects of employees’ state of mind, which do encompass OP as well ( Boğan and Dedeoğlu, 2020 ; Farooq and Salam, 2020 ; H. Lu et al., 2020 ). In this regard, Lu and Roto (2016) have presented different design strategies for enhancing OP at workplace.…”

“…In this regard, Liu et al. (2019) have noted that perceived justice and perceived support received from one’s supervisors at workplace can substantially enhance employees’ OI ( Boğan and Dedeoğlu, 2020 ; Tang et al., 2020 ; Walker, 2020 ). Furthermore, numerous scholars (e.g.…”