Volunteering sustainability: An advancement in corporate social responsibility conceptualization

Abstract

In order to meet the versatile expectations of stakeholders, enterprises need philanthropic representation in communities. This research aims to empirically investigate the employee-specific viability of potential philanthropic initiatives of wholly foreign-owned enterprises to delineate volunteering sustainability. It covers five potential internal and external volunteering initiatives-matchmaking, marriage arrangement, and poverty alleviation through skill development, anti-sexual harassment awareness campaign and assistance to low paid workers, and finds the impact of intrinsic motivation for volunteering in proposed volunteering programs on employee's vital attitudes. By taking selfdetermination theory, the extensive literature review of intrinsic motivation of employees and analysis of triple bottom line theory, the corporate social responsibility (CSR) and human resource management model proposed by Hao, Farooq, and Zhang (2018) has been empirically tested after collecting the data from 507 employees of sample wholly foreign-owned enterprises.With ontological and epistemological assumptions in pragmatist stance, this research employed Qual plus Quan approach. HMLR was performed followed by PROCESS using SPSS for determining information technology usage moderation effects and partial mediation of organizational pride. The findings guide that moderated mediation effects of intrinsic motivation for volunteering in the same program are significant in the same direction for two employee attitudes; however, motivation has multifarious effects. The main theoretical implication is the CSR program specification of intrinsic motivation. The findings practically imply that companies should determine the intrinsic motivation of employees before designing volunteering programs. This research contributes to self-determination theory by integrating the "people" tier of triple bottom line establishing the link of satisfaction to the intentional CSR activities. K E Y W O R D S corporate community programs, corporate philanthropy, human resource management, sustainable development, workplace attributes 1 | INTRODUCTION 1.1 | Background All business enterprises desire substantial profits and long-term success. Growing and mature companies tend to achieve their long-term objectives through engaged workforce-satisfied and committed employees (Asrar-ul-Haq, Kuchinke, & Iqbal, 2017; Harter, Schmidt, & Hayes, 2002). Consequently, companies need to be more concerned about employee attitudes for ensuring their optimal input towards organizational goals achievement. The investigation starts with the fashion of purpose-driven businesses for generating emotional attachment of

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“…We put forth the limitations confronted in this conceptual paper with recommendations and plans particularly for continuous improvement in the next steps and generally for other researchers interested in finding the ways to curb bullying. Since our research focuses on the well‐being of individuals, the knowledge can be advanced in the areas of cross‐cultural management and social responsibility (Farooq, Liu, Fu & Hao, 2020) which may also play important role in human development and to alleviate bullying; the present paper has identified this element but separate research is required to explore various facets of cross‐cultural management to find its influence in subject perspective. In certain circumstances of power and politics at workplace and group conspiracies, subordinates may also act as the bullies to upward stream.…”

Social and environmental development: Fresh concepts and soft measures towards sustainable development

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“…Lee et al (2016) said that organizations have become superior economic institutions of the world from respective ambiguity over the last one and a half century. Prior studies also indicated that in modern business world organizations are interested in ethics and values are considered an important element of success (Solomon, 2016;Farooq et al, 2020). Moreover, organizational values are continually fluctuating because of various elements.…”

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