Dual-Mediation Paths Linking Corporate Social Responsibility to Employee's Job Performance: A Multilevel Approach.

Miaoying Fang,Po-Chien Chang,Peng Fan,Surya Nepal

doi:10.3389/fpsyg.2020.612565

Abstract

This study attempts to examine the direct impact of corporate social responsibility (CSR) initiatives on employees’ job performance and the indirect relationships between CSR initiatives on employees’ job performance via industrial relations climate and psychological contract fulfillment. Data were collected from 764 supervisor–subordinate dyads and 271 middle managers from 85 companies. Using a multilevel approach, the results showed that organizational-level CSR was positively related to employees’ job performance. Moreover, the industrial relations climate and psychological contract fulfillment played mediating effects between CSR initiatives and job performance. This study provides novel theoretical evidence for why and how CSR initiatives improve job performance. Theoretical and practical implications for implementing CSR initiatives are discussed.

Highlights

Corporate social responsibility (CSR) refers to “context-specific organizational actions and policies that take into account stakeholders’ expectations and the triple bottom line of economic, social, and environmental performance” (Aguinis, 2011, p. 855)
Based on the social identity theory (SIT) (Tajfel and Turner, 1986) and social information processing theory (SIPT) (Salancik and Pfeffer, 1978), our study explores the direct effects of CSR initiatives on job performance and the indirect effects of CSR initiatives on job performance mediated via the industrial relations climate (IRC) construct
Given the theoretical framework and empirical evidence presented by prior research, we propose that IRC mediates the link between CSR initiatives and job performance

Summary

Introduction

Corporate social responsibility (CSR) refers to “context-specific organizational actions and policies that take into account stakeholders’ expectations and the triple bottom line of economic, social, and environmental performance” (Aguinis, 2011, p. 855). After the global financial crisis in 2008, CSR has received a great deal of attention in the management field of research (Wang et al, 2017; Xiao et al, 2019). As a beneficial source of an organization’s competitiveness and longterm sustainability, scholars have discussed the significant role of CSR at different levels. In the initial stage of CSR studies, researchers mainly focused on the macro perspective, exploring the role of CSR in organizational outcomes, such as financial performance (Godfrey et al, 2009) and organizational performance (Lindgreen et al, 2009). Some scholars have concentrated on the association between CSR and individual outcomes at the microlevel (e.g., Lee et al, 2013; De Roeck et al, 2014; Glavas and Kelley, 2014).

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Conclusion