Leader’s Perception of Corporate Social Responsibility and Team Members’ Psychological Well-Being: Mediating Effects of Value Congruence Climate and Pro-Social Behavior

Jeong, Jae-Geum; Choi, Suk Bong; Kang, Seung‐Wan

doi:10.3390/ijerph19063607

Cited by 13 publications

(11 citation statements)

References 83 publications

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“…The research results indicate that the variables SR and OE have significant and positive influences on WB dimensions, consistent with previous studies showing a significant relationship between these constructs [ 4 , 111 , 112 , 113 , 114 , 115 , 116 , 117 ]. SR contributes to the satisfaction of employees’ interests related to WB dimensions (health, education, economy) and OE by inducing ethical behavior and attitudes that contribute to increasing WB.…”

Section: Discussionsupporting

confidence: 91%

The Role of Social Responsibility and Ethics in Employees’ Wellbeing

Bocean

Nicolescu

Cazacu

et al. 2022

IJERPH

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Social responsibility (SR) is a concept or practice by which organizations take into account the interest of society by taking responsibility for the impact of their activities on all stakeholders. The SR of organizations implies ethical behavior concerning all stakeholders and a company’s commitment to the sustainable economic development of society. Organizational ethics is a set of written and unwritten codes of principles and values that govern decisions and actions within an organization. Ethics has a rather internal perspective, while social responsibility has a rather external perspective. This study examines the impact of social responsibility and organizational ethics on employees’ wellbeing. To perform the empirical analysis, we conducted a survey among 423 employees from Romanian organizations. Using the structural equation modeling, we analyzed the relationships between social responsibility, organizational ethics, and employees’ wellbeing, emphasizing the positive impact of ethical and responsible behavior of the organization on the employees’ wellbeing. The organization’s employees play a dual role: firstly, they are all internal stakeholders, and secondly, they are constituents of an external stakeholder essential for the organization—the community. The results show a significant positive influence of social responsibility and organizational ethics on employees’ wellbeing as a result of a responsible and ethical behavior in relation to the organizational stakeholders.

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Section: Discussionsupporting

confidence: 91%

The Role of Social Responsibility and Ethics in Employees’ Wellbeing

Bocean

Nicolescu

Cazacu

et al. 2022

IJERPH

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“…CSR activities comprise desirable values and goals, acting as social-responsibility initiatives for internal and external stakeholders. Therefore, employees who are a part of CSR activities gain social support, and their job is justified, thereby improving their satisfaction with the organization and their work [ 3 , 4 ]. As a result, they may experience positive emotions, improving their happiness at work.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

“…They have also recognized the importance of internal human resources [ 1 , 2 ] as sources of competitiveness and sustainable growth of organization. In this vein, CSR activities have emerged as important approaches to enhance their global competitiveness and long survival [ 3 , 4 ]. In other words, CSR activities are perceived as essential means of generating profits—a company’s ultimate goal—and facilitating social consensus [ 5 , 6 , 7 ].…”

Section: Introductionmentioning

confidence: 99%

A Multilevel Study of the Relationship between CSR Promotion Climate and Happiness at Work via Organizational Identification: Moderation Effect of Leader–Followers Value Congruence

Jeong

Kang

Choi

2022

IJERPH

Self Cite

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The purpose of the present study is to examine the effects of team level Corporate Social Responsibility (CSR) promotion climate on work happiness of team members. Furthermore, we investigate the mediating role of organizational identification at individual level and the moderating role of leader–follower value congruence at the team level in the relationship between CSR promotion climate and work happiness, thus overcoming the limitations of previous studies which mainly focused on a unitary level of analysis. To this end, a multilevel analysis was used, dealing with team- and individual-level relationships; the sample comprises 70 teams and 336 employees from 23 Korean firms. Our empirical analysis revealed that a team CSR promotion climate positively influenced team members’ happiness at work and organization identification. Furthermore, organization identification partially mediated the relationship between team CSR promotion climate and happiness at the workplace. By interacting with team CSR promotion climate, leader–followers value congruence positively regulated the influence of team CSR promotion climate on happiness at work. In this process, for a group with high leader–follower value congruence, the team CSR promotion climate strengthens team members’ happiness at the workplace. The study utilizes a multilevel analysis method to simultaneously verify team- and individual-level elements positively affecting team members’ happiness at work. Through this method, it confirmed that CSR promotion climate and team organization identification positively influence happiness at work. The theoretical and practical implications are presented, and directions for future research with limitations of the study are discussed.

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“…Consequently, the issue of distributing a limited recruitment pool across several institutional contexts is relevant. Our findings imply that, although there is no one-size-fits-all pattern for MNCs [ 99 ], staff localization can lower the turnover of local staff in their subsidiaries.…”

Section: Discussionmentioning

confidence: 85%

Impact of Staff Localization on Turnover: The Role of a Foreign Subsidiary CEO

Lee

2022

Behavioral Sciences

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Great resignation has become a critical issue in management discipline and retaining talents is one of the most important properties across the globe. Among them, local staff have been regarded as an essential competitive advantage for multinational companies and their sustainability. In this sense, staff localization has received considerable attention from scholars and professionals; however, few studies have examined the mechanisms underlying the relationship between staff localization and turnover. This study examines the macro-level relationship between the ratio of local staff in a subsidiary and the actual turnover rate of 89 multinational companies in 25 countries through their headquarters and subsidiary staff. Additionally, the aim of this study was to identify the moderating impact of a CEO’s nationality. The results showed that local staff leave organizations in which there are more expatriates deployed from HQs. Furthermore, the CEO’s nationality buffered the relationship between staff localization and the local staff turnover. This study can contribute to the academia and practice by revealing the effect of staff localization on staff turnover. In addition, a CEO staffing strategy focusing on nationality can be considered an important factor in retaining competitive local staff during the COVID-19 pandemic for multinational companies.

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Leader’s Perception of Corporate Social Responsibility and Team Members’ Psychological Well-Being: Mediating Effects of Value Congruence Climate and Pro-Social Behavior

Cited by 13 publications

References 83 publications

The Role of Social Responsibility and Ethics in Employees’ Wellbeing

The Role of Social Responsibility and Ethics in Employees’ Wellbeing

A Multilevel Study of the Relationship between CSR Promotion Climate and Happiness at Work via Organizational Identification: Moderation Effect of Leader–Followers Value Congruence

Impact of Staff Localization on Turnover: The Role of a Foreign Subsidiary CEO

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