The Impact of Corporate Social Responsibility on Organizational Commitment: Exploring Multiple Mediation Mechanisms

Abstract

18 pagesInternational audienceUnlike previous studies that examine the direct effect of employees' perceived corporate social responsibility (CSR) on affective organizational commitment (AOC), this article examines a mediated link through organizational trust and organizational identification. Social exchange and social identity theory provide the foundation for predictions that the primary outcomes of CSR initiatives are organizational trust and organizational identification, which in turn affect AOC. The test of the research model relies on data collected from 378 employees of local and multinational companies in South Asia, as well as structural equation modeling to test the postulated relationships. Both organizational trust and organizational identification fully mediate the CSR-AOC link. However, the identification mechanism is significantly stronger than the trust mechanism in terms of building AOC from CSR. Out of four CSR components, CSR toward employees is the strongest predictor of employees' trust, identification, and AOC, followed by CSR toward community, whereas CSR toward the environment has no effect. Finally, CSR toward community and employees are more associated with social exchange, whereas CSR toward consumers relates more to the social identity process

The Outcomes of Corporate Social Responsibility to Employees: Empirical Evidence from a Developing Country

“…Less intention to quit, in turn, helps to stimulate the employees' mind and thoughts to creatively contribute in the organizational activities. In the same vein, previous studies found that CSR activities enhance employees commitment [101][102][103][104].…”

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

“…It is basically meaningful that organizations develop and implement socially responsible policies and practices, however, it might be more significant to inform organizational members about CSR efforts. It is thus advisable that organizations communicate their CSR activities in order to strengthen employees' attitudes toward their organization and job [24,59,60]. According to the findings of this study, CSR behaviors play a pivotal role in fostering employees' organizational identification and job satisfaction, and consequently job performance.…”

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

“…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:…”