Abstract
The purpose of this study is to identify how the degree to which employees perceive that their organization is socially responsible influences their counterproductive behaviors at work. We developed a research model capturing the relationships between perceived corporate social responsibility (CSR), affective organizational commitment (AOC), and organization-, colleague-, and customer-directed counterproductive work behaviors (CWBs). Drawing on social identity and social bonding theories, we hypothesized that employees’ perceptions of CSR would enhance their levels of AOC and thereby hinder the three types of CWBs. Survey data from 252 frontline employees of six luxury hotels in South Korea were examined. We found that perceived CSR is indirectly and negatively related to the three types of CWBs through AOC. We discussed the theoretical contributions and practical implications of this study.
Highlights
It has been frequently reported that many firms experience disadvantages caused by volitional behavior by employees that has a detrimental effect on their organizations and stakeholders [1,2]
This study suggests a research model which focuses on the bridging role of employee attitudes toward the organization found in the theoretical corporate social responsibility (CSR)–counterproductive work behaviors (CWBs) relationship
Given that all average variance extracted (AVE) values were bigger than the squared correlation between a specific variables and any other variables, we believed that these constructs demonstrated sound measurement properties
Summary
It has been frequently reported that many firms experience disadvantages caused by volitional behavior by employees that has a detrimental effect on their organizations and stakeholders [1,2]. Research has shown that negative behavior conducted by members of an organization—so-called deviant behavior or counterproductive work behavior (CWB)—poses expensive problems to that organization, including increased absenteeism and turnover, as well as decreased satisfaction and productivity (e.g., [5,6]). To address these issues, organizations are increasingly seeking to deter or prevent such behavior. We believe that identifying the negative rather than the positive antecedents of CWB would be useful to both academic researchers and organizational practitioners
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