Corporate Social Responsibility and Hotel Employees’ Organizational Citizenship Behavior: The Roles of Organizational Pride and Meaningfulness of Work

Hyewon Youn,Jong-Hyeong Kim

doi:10.3390/su14042428

Abstract

The corporate social responsibility (CSR) literature documents inconsistent results regarding the relationship between CSR and employees’ organizational citizenship behavior (OCB). Additionally, few empirical studies examine the mediating factors explaining how employees’ CSR perception affects their attitudes and behaviors. Thus, we propose an extended M-R model linking hotels’ CSR activities, employees’ perceived meaningfulness of work and organizational pride, and organizational citizenship behavior. We recruited 363 Chinese hotel employees in Guangzhou for our sample and employed partial least squares structural equation modeling for our analysis. The results showed that CSR practices benefiting both internal (i.e., employees) and external stakeholders (i.e., community and customers) positively influenced employees’ organizational pride. However, only CSR activities benefiting customers significantly affected employees’ perceived meaningfulness of work. CSR influenced employees’ OCB through meaningfulness of work and organizational pride. The findings provide hotel management insights regarding the development of CSR initiatives to enhance employees’ organizational attitudes and work performance. The study limitations are that the survey methodology has weaknesses and that we do not consider the influence of corporate culture on OCB.

Highlights

IntroductionVarious organizations have begun to recognize the strategic importance of Corporate social responsibility (CSR) to the sustainability of their business operations, as consumers are willing to reward companies perceived to be socially responsible and penalize those perceived to be socially irresponsible [2]
Corporate social responsibility (CSR) refers to “actions that appear to further some social good, beyond the interests of the firm and that which is required by law” [1].Various organizations have begun to recognize the strategic importance of CSR to the sustainability of their business operations, as consumers are willing to reward companies perceived to be socially responsible and penalize those perceived to be socially irresponsible [2]
As the original M-R model primarily focuses on emotional responses to stimuli, this study extends the model by examining the underlying cognitive and emotional mechanisms by which CSR practices influence employees’ organizational citizenship behavior (OCB)

Summary

Introduction

Various organizations have begun to recognize the strategic importance of CSR to the sustainability of their business operations, as consumers are willing to reward companies perceived to be socially responsible and penalize those perceived to be socially irresponsible [2]. Extending the literature on CSR effects, some researchers have examined the impact of CSR on internal stakeholders, such as employees [5,6]. They have examined the influence of CSR on employees’ attitudes toward their organization, such as organizational commitment [6,7], organizational identification [8], and job satisfaction [9]. A thorough literature review identified several significant research gaps

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Discussion

Conclusion