Abstract
Purpose – The study investigates the relationship between employees’ perception about the external CSR practices of their organizations and employees’ organizational commitment (affective) and job engagement, organization engagement, organizational citizenship behavior related to the individual, and organizational citizenship behavior related to the organization in the context of the Saudi banking industry. Design/methodology/approach – The study draws its theoretical groundwork from social identity theory (Tajfel & Turner, 1979) and social exchange theory (Blau, 1964). Data were collected through survey questionnaire, and the Mediation regression analysis is used for exploring the relationship between independent and dependent variables based on Baron & Kenny’s (1986) method. Findings – The study observes a positive relationship between perceived CSR and organizational commitment, employee engagement and organizational citizenship behavior related to organization. However, the organizational citizenship behavior related to the individual is not observed to have linked to perceived CSR. Originality/value – The uniqueness of this study lies on its framework and a particular aspect of CSR measurement. It conceptualizes one integrated model to build a relationship among CSR, organizational commitment, employee engagement and OCB. As the study views CSR as a competitive tool for the organizations, here the CSR activities are measured in relative rather than absolute terms, stand-alone act of an organization.
Highlights
Corporate social responsibility (CSR) is an excellent indicator of the legitimacy of a firm
The study envisions a model incorporating employees’ perceived CSR to the larger community as the independent variable, organizational commitment as the mediating variable, and employee job engagement, employee organizational engagement, organizational citizenship behavior related to the individual and organizational citizenship behavior related to the organization as the dependent variable
Involvement in CSR activities by the organization offers such a link for the employees. They like to identify themselves with a sociallyresponsible organization since it heightens their self-image and, in turn, they reciprocate through positive attitudes and behaviors such as greater job satisfaction, a higher sense of organizational commitment, intense engagement within the job and organization, a greater level of organizational citizenship behavior, and so on
Summary
Corporate social responsibility (CSR) is an excellent indicator of the legitimacy of a firm. Creating a brand image of the bank is an important aspect of the strategic management in a high-competitive environment (Kostyuk, Mozghovyi, Riabichenko, Govorun, & Lapina, 2012) To this end, CSR is considered to be an appropriate tool (Brown & Dacin, 1997; Sen & Bhattacharya, 2001). Even though CSR in banks has received a lot of attention from the researchers, surprisingly there has been no particular study conducted in Corporate Social Responsibility and employee behavior: mediating role of organizational commitment the context of Saudi Arabia. In terms of socio-politico-economic reality, Saudi Arabia holds a prominent position in the whole Middle East and North Africa (MENA) region In view of this dearth of research, the present study examines the impact of CSR on employee commitment and employee engagement and organizational citizenship behavior in the context of the Saudi banking industry. As the study views CSR as a competitive tool for the organizations, here the CSR activities are measured in relative rather than absolute terms, stand-alone act of an organization
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