The Effect of Employees’ Perceptions of CSR Activities on Employee Deviance: The Mediating Role of Anomie

Abstract

This study hypothesizes that employees’ positive perceptions of corporate social responsibility (CSR) activities at the individual level have a negative effect on employee deviance—a negative job-related behavior—and that anomie plays a mediating role in this relationship. In order to verify the relationship, this study conducts an empirical analysis with a questionnaire survey on employees of firms that implement CSR activities at the company level. Based on Social identity theory, this study examines the causal relationship between the employees’ perceptions of CSR activities and their deviance, and mechanisms by which anomie decreases in the process. The findings are as follows. First, employees’ perceptions of CSR activities had a negative effect on employee deviance. Second, employees’ perceptions of CSR activities had a negative effect on anomie. Third, anomie had a positive effect on employee deviance. Fourth, anomie fully mediated the relationship between employees’ perceptions of CSR activities and employee deviance. This study is the first to document this relationship, which has great practical and academic significance, as it indicates the importance for companies to consider employees’ perceptions of CSR activities. In addition, the study identifies the mediating role of anomie as mentioned above. The results suggest that methodological considerations of CSR awareness enhancement at the company level be discussed more in depth, helping top management and middle managers understand that enhancing employees’ positive perceptions of CSR activities should be the first priority for reducing collective normlessness under the pressure of goal attainment and resolving ethical conflicts among employees.