Corporate Social Responsibility, Employee–Company Identification, and Organizational Commitment: Mediation by Employee Engagement

Abstract

Contrary to the theory and research on employee engagement in the western countries, less consideration has been given to the importance of employee engagement in Asian countries wherein its need is felt more. As more and more companies in Asia realize the importance of a productive workforce, this research examines the mediating role of employee engagement in the relationships of corporate social responsibility (CSR), employee–company identification (E–C) and organizational commitment (OC). Structural analysis of 290 online responses of employees working for various Indian and foreign information technology enabled services (ITES) companies in India, confirms the presence of partial mediation by employee engagement in between its antecedents (CSR and E–C) and its consequence (OC). The proposed model was found to be a good fit. The study provides empirical support to the argument that CSR and E–C are distant antecedents of OC. The results may encourage managers of ITES companies to consider CSR as an investment rather than an expense.