The Influence of Hotel Employees’ Perception of CSR on Organizational Commitment: The Moderating Role of Job Level

Juyeon Rachel Han,Kum-Sik Oh,So Ra Park

doi:10.3390/su132212625

Abstract

This study attempts to investigate the relationships among Korean hotel employees’ perception of Corporate Social Responsibility (CSR), their intrinsic motivations, and their organizational commitment (OC). The mediating effect of intrinsic motivation on the relationship between employees’ perception of customer- and employee-related CSR and OC is explored, and the moderating role of job level on the relationship between CSR perceptions and intrinsic motivation is tested. The data were collected via online survey, and the Hayes’ Process macro was used as an analysis tool. We found that (1) both types of CSR perceptions are important in creating intrinsic motivation and OC, (2) intrinsic motivation enhances OC, and (3) job level moderates the link between employee CSR perceptions and intrinsic motivation positively. Interestingly, we found that when customer-related CSR or employee-related CSR is high, the level of intrinsic motivation will significantly differ between managerial and non-managerial employees. This study’s results will contribute to the current literature on CSR, and will aid human resources departments that are considering CSR practices as a means to enhancing employee intrinsic motivation and OC.

Highlights

The issue of Corporate Social Responsibility (CSR) has been receiving a great deal of attention in many academic areas and from the business media during the last two decades [1,2,3]
Employees’ perception of customer-related CSR related positively to intrinsic motivation (b = 0.63, SE = 0.06, p < 0.01, 95% CI [0.51, 0.74]: H1a supported), and intrinsic motivation related positively to organizational commitment (b = 0.431, SE = 0.05, p < 0.01, 95% CI [0.32, 0.52]: Hypothesis 2 (H2) supported)
Perception of employee-related CSR related positively to intrinsic motivation (b = 0.37, SE = 0.05, p < 0.01, 95% CI [0.27, 0.46]: H1b supported), and intrinsic motivation related positively to organizational commitment (b = 0.39, SE = 0.05, p < 0.01, 95% CI [0.32, 0.47]: H2 supported). We found that both direct effect from the perception of customer-related CSR on organizational commitment (b = 0.24, SE = 0.06, p < 0.01, 95% CI [0.14, 0.35]) and indirect effects from customer-related CSR on organizational commitment through intrinsic motivation were significant

Summary

Introduction

The issue of Corporate Social Responsibility (CSR) has been receiving a great deal of attention in many academic areas and from the business media during the last two decades [1,2,3] The reason for this is that CSR is regarded as a method of building an organizational reputation and enhancing the corporate image as well as providing advantages to both companies and their stakeholders [4]. CSR activities are implemented when faced with severe competition from new entrants to the market in service industries such as hotels [11] Such activities provide various benefits to hotels, such as customer loyalty and a positive brand image, resulting in revisits and recommendations [12]. CSR activities are important to the stakeholders as well as the organizations [13,14]

Methods

Results

Conclusion