Abstract
This study explores the relationship between corporate social responsibility and emotional labor strategies of frontline employees. In particular, the research focuses on the impact of perceived motives of corporate social responsibility on the cynicism, authenticity, and subsequently, the effect of cynicism and authenticity on surface acting and deep acting of frontline employees. Based on the online survey of 258 frontline employees in South Korea and structural equation modeling of the data, the findings show that the selfish motives of corporate social responsibility (CSR) increase cynicism whereas the altruistic motives of corporate social responsibility increase authenticity and decrease cynicism of frontline employees. In addition, this study reveals that CSR-cynicism leads to surface acting and reduces deep acting whereas CSR-authenticity increases deep acting and does not significantly affect surface acting of frontline employees.
Highlights
Corporate social responsibility (CSR) has been discussed in the business environment for decades
H2b of our study proposes the negative relationship between CSR altruistic motives and CSR cynicism, which is statistically significant (β = 0.21, p < 0.01)
In exploring the CSR authenticity and cynicism of frontline employees in the organizations, our study was to examine the impact of CSR authenticity and CSR cynicism on the surface and deep acting of frontline employees
Summary
Corporate social responsibility (CSR) has been discussed in the business environment for decades. A significant number of studies in the prior literature have found that CSR practices around the globe have positive impact on the success of business [1,2]. Scholars and practitioners hold the same view that one of the key component of an organization’s competitive advantage and ultimate success relates to its responsibility to employees and its undertaken efforts for CSR [3,4,5]. New empirical studies are needed to further broaden the significance of perceived CSR in the literature with respect to some overlooked attitudinal and behavioral outcomes of employees
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