Abstract
Adopting social identity theory, this study examined the process linking the relations between internal corporate social responsibility (InCSR), work engagement, and turnover intention by focusing on the mediating influence of organizational identification and the moderating role of perceived corporate hypocrisy. Data were obtained from 311 medical staff (excluding supervisors and managers) of a public regional teaching hospital in Taiwan. The results revealed that employees are more dedicated to work and less inclined to leave the firm if they perceive that InCSR is implemented within the firm. However, if an employee perceives corporate hypocrisy of inconsistency between communication and actual actions, it may have the opposite effect on employees. Likewise, the higher the level of perceived corporate hypocrisy, the lesser the positive effect of InCSR on employee behavior. Finally, the implications, limitations, and suggestions for future research were discussed.
Highlights
One item of the internal corporate social responsibility (InCSR) was dropped due to low factor loadings
This study confirms that the perception of InCSR practices does enhance employees’ organizational identification, and generate positive outcomes with respect to work behaviors, while lowering the turnover intention, this study explored what the consequences would be if employees find out that the firm is not following through on its claims and perceive this inconsistency as hypocritical
This study extended the boundary of literature on corporate social responsibility (CSR) at the micro-level and provides important contributions
Summary
Publisher’s Note: MDPI stays neutral with regard to jurisdictional claims in published maps and institutional affiliations. Companies actively implement corporate social responsibility (CSR) for sustainable development, which has become an increasingly important issue in the current business world. The scope of studies on corporate social responsibility (CSR) has conventionally been limited to the relations between organizational practices and their consequences, such as a firm’s financial performance and consumer behavior in general [1,2,3]. Stakeholders are the most important components for a firm in successfully implementing
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