Abstract
Corporate social responsibility (CSR) at the individual level has emerged as an important field of research. However, a more comprehensive understanding of how CSR affects employee work engagement and organizational citizenship behavior (OCB) is still lacking. Based on social exchange theory, we examine the effects of employees’ perceptions of CSR on OCB and work engagement as well as the mediating mechanism of distributive and procedural justice, based on data collected from 350 employees working in the banking sector of Pakistan. Our study suggests that employees’ perceptions of CSR positively predict OCB and work engagement, and that work engagement is positively related to OCB. Both distributive and procedural justice positively mediate the effects of employees’ perceptions of CSR on OCB and work engagement.
Highlights
Corporate social responsibility (CSR) has been recognized as a key issue in business and in the academic literature of management, environment, and psychology [1,2,3]
We conducted a baseline model that was composed of all main variables—i.e., employees’ perception of CSR, distributive justice, procedural justice, organizational citizenship behavior (OCB), and work engagement—to calculate the model fit indices and compare with other models
The findings show a good model fit for the baseline model compared to other proposed models in the study: chi-square/degree of freedom (CMIN/DF) = 1.679, incremental fit index (IFI) = 0.952, comparative fit index (CFI) = 0.951, Tucker–Lewis index (TLI) = 0.946, root mean square error of approximation (RMSEA) = 0.044
Summary
Corporate social responsibility (CSR) has been recognized as a key issue in business and in the academic literature of management, environment, and psychology [1,2,3]. Empirical evidence has shown that CSR is important to internal stakeholders, individuals working in organizations [1,2,3]. In this sense, there is evidence of the influence of CSR on job outcomes, such as job satisfaction [6,7,8], organizational commitment [1,9,10], turnover intention [11], organizational identification [12], organizational citizenship behavior [13,14], and work engagement [15]. Public Health 2019, 16, 1731; doi:10.3390/ijerph16101731 www.mdpi.com/journal/ijerph
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