When corporate social responsibility motivates employee citizenship behavior: The sensitizing role of task significance

Ong, Madeline; Mayer, David M.; Tost, Leigh Plunkett; Wellman, Ned

doi:10.1016/j.obhdp.2017.09.006

Cited by 102 publications

(100 citation statements)

References 77 publications

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“…Recently, researchers have sought to investigate how CSR may influence internal stakeholders (i.e., the employees) (Glavas, 2016;Gond et al, 2017;Jones et al, 2017), because a firm's operational and financial performance also depend largely on its employees (Combs et al, 2006). Specifically, previous studies have reported the positive effects of CSR on individual employees' OCB (Hansen et al, 2011;Ong et al, 2018).…”

Section: Corporate Social Responsibilitymentioning

confidence: 99%

“…Micro-level CSR research is of theoretical significance because employees are important stakeholders who both influence and are influenced by their employer's CSR initiatives (Aguinis and Glavas, 2019). Although evidence has supported the positive effect of CSR on employees' OCB, all those studies were conducted at the individual level (Lin et al, 2010;Hansen et al, 2011;Ong et al, 2018). Thus, we have yet to know how CSR may influence employees' OCB at the firm level.…”

Section: Introductionmentioning

confidence: 99%

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Corporate Social Responsibility and Collective OCB: A Social Identification Perspective

et al. 2019

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Although plenty of evidence has shown a positive relationship between collective organizational citizenship behavior (OCB) and unit or organizational performance, the antecedents of collective OCB are still understudied. In this study, we identify corporate social responsibility (CSR) as a new antecedent of firm-level collective OCB. Furthermore, we develop a collective social identification approach to examining the mechanism through which CSR may enhance collective OCB. Specifically, we propose and test a sequential mediation model in which CSR promotes organizational prestige. Organizational prestige, in turn, increases employees' collective organizational identification and, consequently, enhances their collective OCB at the firm level. To test this model, we collected data from three different sources (i.e., HR director, CEO, and employees) from 160 firms in China. The results supported the hypotheses.

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Section: Corporate Social Responsibilitymentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Corporate Social Responsibility and Collective OCB: A Social Identification Perspective

et al. 2019

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“…Some students may be willing to sacrifice some personal preferences to choose a socially responsible employer and so companies that promote both internal and external responsible practices may hold a competitive advantage when attempting to recruit among graduate students (Suffrin, ). Ong, Mayer, Tost, and Wellman () indicates that employees and future employees differ in their sensitiveness to companies' levels of responsibility. In other words, there are different approaches in CSR relevance (Hur, Kim, & Jang, ).…”

Section: Literature Reviewmentioning

confidence: 99%

“…In line with this reasoning, Baharee et al (2014) found that developing millennials are positive with CSR practices because they can contribute to change traditional roles of women in these countries. In fact, millennials in developing countries such as India emphasize the philanthropic role of responsible companies as the most relevant responsible aspect of a company (Wong, Long, & Elankumaran, ) because it is perceived to be the factor that contributes directly to improving the community where the company is located, giving them task significance (Ong et al, ). Therefore, the following hypothesis is proposed:H3 Country wealth moderates the relationship between millennials profiles and responsible company attractiveness as a workplace.H3a Country wealth moderates the relationship between millennials profiles.H3b Country wealth moderates the relationship between individualism and responsible company attractiveness as a workplace.H3c Country wealth moderates the relationship between collectivism and responsible company attractiveness as a workplace.…”

Section: Literature Reviewmentioning

confidence: 99%

Socially responsible companies: Are they the best workplace for millennials? A cross‐national analysis

Alonso‐Almeida

Llach

2018

Corp Soc Responsibility Env

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Millennials is the name given to the generation of young people that are currently joining companies and are destined to be the worldwide leaders in the near future.This study analyses how they perceive companies as a workplace. Their specific preferences and personal values could influence organizational behaviour to be more responsible or not. The study is based on 1,833 respondents conducted on millennials from six Ibero-American mixed high-and low-income countries. The results demonstrate that, regardless of whether their profile is more or less individualistic or collectivist, this generation is attracted to sustainable companies. However, differences are detected when the sample is controlled by the wealth of the country of origin. Then, the differences between the individualist and collectivist millennials are accentuated.This article concludes with some useful reflections for human resources departments and management teams in charge of establishing their companies' sustainable policies.

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“…As it concerns customers, CSR has been linked to consumer satisfaction (Bhattacharya & Sen, ) and customer extra‐role behavior (Lii & Lee, ; Hur, Kim & Kim, ). More recently, studies have looked at the impact of CSR on employees by looking at many organizational behavior variables, for example, employee‐company identification (McShane & Cunningham, ), organizational commitment (Bouraoui, Bensemmane, Ohana, & Russo, ), organizational citizenship behaviors (Ong, Mayer, Tost, & Wellman, ), general satisfaction (Valentine & Fleischman, ), turnover intention (Hansen, Dunford, Boss, Boss, & Angermeier, ), turnover (Ng, Yam, & Aguinis, ), team performance (Lin, Baruch, & Shih, ), job satisfaction (Zhou, Luo, & Tang, ), engagement (Rupp et al, ), and organization identification (De Roeck & Delobbe, ; Ghosh, ).…”

Section: Introductionmentioning

confidence: 99%

Corporate social responsibility and employee performance: Mediation role of job satisfaction and affective commitment

Story

Castanheira

2019

Corp Soc Responsibility Env

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The positive impact of corporate social responsibility (CSR) practices has been recognized over the past years. Recently, research has looked into the impact of CSR practices on employee behavior demonstrating positive results. Drawing from a sample of 190 supervisor-subordinate dyads, we studied the relationship between perceived CSR practices (external and internal) and employee performance (supervisor-rated) and two mechanisms that explain this relationship. Specifically, we studied if this relationship was mediated by employees' job satisfaction and affective commitment. Results indicate that there is a direct link between perceptions of external CSR and performance and that job satisfaction partially mediates this relationship.Also, perceptions of internal CSR are related to higher performance via job satisfaction, supporting full mediation. On the other hand, although both internal and external CSR were related to affective commitment, affective commitment did not act as a mediator for the CSR-performance relationship. Implications for practice and limitations of this study conclude the article.

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When corporate social responsibility motivates employee citizenship behavior: The sensitizing role of task significance

Cited by 102 publications

References 77 publications

Corporate Social Responsibility and Collective OCB: A Social Identification Perspective

Corporate Social Responsibility and Collective OCB: A Social Identification Perspective

Socially responsible companies: Are they the best workplace for millennials? A cross‐national analysis

Corporate social responsibility and employee performance: Mediation role of job satisfaction and affective commitment

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