The influence of corporate social responsibility on safety behavior: The importance of psychological safety and the authentic leadership

Abstract

Considering the importance of safety behavior, the current study investigates the relationship between CSR and safety behavior. To be specific, we delve into the underlying mechanism and its contingent factor of the association. This paper proposes that CSR promotes employee safety behavior through the mediation of psychological safety. In addition, authentic leadership may function as a positive moderator that amplifies the positive effect of CSR on psychological safety. Utilizing 3-wave time-lagged survey data from 213 South Korean workers, the current study empirically tests the hypotheses by establishing a moderated mediation model by utilizing structural equation modeling. The results demonstrate that CSR enhances employees' safety behavior by increasing their psychological safety and that authentic leadership positively moderates the relationship between CSR and psychological safety. This research's findings have meaningful theoretical and practical implications.

The Effect of Corporate Social Responsibility on Workplace Safety: The Significance of Employees’ Moral Identity

“…Despite limited research exploring the influence of corporate social responsibility on the safety behavior of members [6,8,27], it can be inferred from the social exchange theory that CSR initiatives can encourage such behavior [31,32]. The theory of social exchange proposes that when one entity offers assistance or benefits to another, the beneficiary is predisposed to respond in kind [33,34].…”

“…These include identification with their organization, organizational trust, the meaningfulness of their work, their intrinsic motivation, and employee engagement [ 19 , 20 , 21 , 22 , 23 , 24 , 25 , 26 ]. On the other hand, employee actions have received comparatively less attention [ 6 , 8 , 9 , 27 ]. Although perceptions and attitudes are crucial individual-level outcomes within a company, they tend to ultimately manifest as behaviors [ 6 , 8 , 27 ].…”

“…On the other hand, employee actions have received comparatively less attention [ 6 , 8 , 9 , 27 ]. Although perceptions and attitudes are crucial individual-level outcomes within a company, they tend to ultimately manifest as behaviors [ 6 , 8 , 27 ]. Hence, we postulate that employee conduct exhibits a more robust affiliation with diverse organizational results compared to cognitions and attitudes, rendering it imperative to scrutinize the effect of CSR on employee behavior.…”

“…Third, prior research has inadequately probed into the impact of CSR on workplace safety [ 6 , 8 , 27 ]. As delineated by Burke and his associates [ 28 ], safety performance encompasses actions executed in most professions that safeguard the health and safety of employees, customers, and the public.…”

“…As delineated by Burke and his associates [ 28 ], safety performance encompasses actions executed in most professions that safeguard the health and safety of employees, customers, and the public. Employees’ safety behavior is deemed a pivotal contributing element to workplace mishaps and injuries [ 29 ], and its significance has been emphasized by researchers, particularly in the aftermath of the COVID-19 pandemic, as it plays an integral role in ensuring both customer and organizational health and safety during major health crises [ 27 , 30 ]. Considering the importance of safety behavior within organizations, it is vital to investigate the influence of CSR on it.…”