Abstract
The study is conducted to highlight the employees’ perspective of CSR in the banking sector of Pakistan and its impact on their job attitudes: job satisfaction and organizational commitment. Primary data were collected from 177 employees working in 22 different banks of Lahore (Pakistan). Stratified random sampling technique was used for sample selection. The population included all the banks in Lahore. Results show the existence of a direct relationship between a) CSR and Organizational Commitment b) CSR and Job Satisfaction.
Highlights
According to (Ademosu, 2008) CSR (Corporate Social Responsibility) is contribution of an organization towards political, social, education and economic development of the society and the region where it works
This article is an effort to unveil the value of CSR to the banks in Pakistan and to show how job satisfaction and organizational commitment are related to CSR
From this study it is concluded that the perception of employees of banking sector of Lahore (Pakistan) is positive as they support and are satisfied with the CSR performance by their organization
Summary
According to (Ademosu, 2008) CSR (Corporate Social Responsibility) is contribution of an organization towards political, social, education and economic development of the society and the region where it works. Today the increasing awareness at global level, especially in the corporate sector, about the importance of social responsibility is helping to maintain the balance, environment and economy of the society without neglecting any of them leading to sustainable development (Maria João Santos, 2006). Despite the importance of the employees for the working and performance of an organization, research on the impact of employee perception of company CSR on job attitudes and behaviors is insufficient On the other hand job satisfaction can be considered as a part-specific concept which represents satisfaction regarding different aspects of work like payroll, working condition, workload etc (Cook, 1981), absenteeism, turnover, decision to retire lateness and other withdrawal behaviors (Hulin, 1985; Jaramillo, 2006), organizational commitment Stanley, D., Herscovitch, L. & Topolnytsky, L. , 2002), organizational justice (Colquitt, 2001), perceived organizational support (Eisenberg, 2002), life satisfaction (Judge, 1993) and burnout (Bacharach, 1991)
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