Employee Perceptions Of Corporate Social Responsibility Research Articles

Employee Perceptions of CSR: A Multifaceted Analysis

Previous research has focused on customer perceptions of corporate social responsibility (CSR), leaving the perspective of employees relatively unexplored. This study delves into the unfamiliar territory of employees' views on CSR, recognizing that corporate culture and competencies contribute to competitive advantages. Employee perceptions of CSR activities are identified as pivotal in fostering the degree of employee commitment to their organization and its impact on the general efficiency of the corporation. An in-depth analysis of employees' perceptions of corporate social responsibility (CSR) encompasses crucial elements, particularly the perceived alignment between company culture and CSR capacity. This investigation provides insights into the diverse effects of CSR perceptions on overall corporate performance. The present study aims to evaluate the impact of perceived cultural fit and corporate social responsibility (CSR) competence on employee attachment and performance. This relationship is expected to be mediated by employees' views of CSR activities. The results highlight the significant impact of perceived cultural fit and CSR capabilities on the perception of corporate social responsibility (CSR), which in turn affects employee attachment and accomplishments positively. Consequently, companies are urged to take into account employees' perceptions of CSR, aligning them with feelings of attachment and long-term performance. These results hold significant implications for marketing theory and practice.

Linking Perceived Corporate Social Responsibility and Employee Well-Being—A Eudaimonia Perspective

In recent decades, there has been a shift at the organizational and individual level from merely pursuing financial goals to bearing corporate social responsibility (CSR) and towards finding meaning in one’s work. In light of this, there is a need for a comprehensive understanding of the influence of CSR on employees’ eudaimonic well-being. Firstly, a conceptualization of job-related eudaimonic well-being was proposed. The data provided evidence that job-related eudaimonic well-being comprises aspects such as job self-efficacy, meaningful work, job autonomy, job-related aspiration, job involvement, and positive relationships with others. Second, based on the literature and qualitative data, this study examined and shed light on the relationship between employee perceptions of CSR and eudaimonic well-being in the work context. A theoretical framework was established to illustrate this relationship. I find that companies’ CSR commitment to stakeholders as perceived by employees positively affects employees’ eudaimonic well-being at work. Specifically, employees perceive internal CSR practices to positively influence work meaningfulness, job autonomy, job involvement, and job aspiration. Additionally, the results show that employees seem to experience closer job involvement when they perceive their business as engaging in CSR for customers, community stakeholders, and the environment. The influence of perceived CSR on the eudaimonic well-being of employees can be affected by boundary conditions, namely leadership’s role and companies’ motives for engaging in CSR. I propose avenues for future research and offer practical guidelines for managers.

How CSR and well-being affect work-related outcomes: a hospitality industry perspective

PurposeThe purpose of this study is to analyze how hospitality industry employees’ perceptions of corporate social responsibility (CSR) and participation in CSR activities influence their well-being and loyalty boosterism.Design/methodology/approachUsing the positive psychology approach of well-being (hedonic and eudaimonic dimensions) and the affect theory of social exchange, a survey of hospitality employees was conducted to test the theoretical model.FindingsEmployees’ perceptions of CSR significantly influenced their participation in CSR activities. CSR participation positively influenced employees’ hedonic and eudaimonic well-being, which in turn influenced their loyalty boosterism. The mediation effects of well-being and the sequential mediation effects of CSR activity participation and well-being were also significant in the relationships mentioned above.Research limitations/implicationsWhile panel data offer many advantages, they also have limitations. The authors, therefore, suggest future studies replicate their conceptual model and empirically test it through firms well known for their CSR. In addition, future studies may cover the whole hospitality industry to enhance generalizability.Practical implicationsBy exploring the connection between employees’ CSR perceptions and participation, this research can help hospitality practitioners develop more engaging CSR strategies and activities, which in turn can foster employees’ well-being and enhance their loyalty boosterism.Originality/valueThis study is among the first to empirically demonstrate the effect of CSR in both hedonic and eudaimonic well-being and to explore the connection between employee perceptions of CSR and participation in CSR activities.

Universalism values and organisational citizenship behaviour referring to employee perception of corporate social responsibility

Abstract Over the past decade, the number of studies investigating corporate social responsibility (CSR), its drivers and benefits has been growing. However, several gaps still remain. Previous research mostly investigated customer perceptions of CSR, leaving the employee perceptions in the sidelines and accordingly neglecting the employee importance. Furthermore, although acknowledging that employee perception of CSR is beneficial for the organisation, most of the previous studies have focused on employee attitudes as a desirable outcome forgetting about the employee behaviour, including organisational citizenship behaviour (OCB), which can be a source of competitive advantage. Moreover, although values have been recognised as key determinants of human attitudes and behaviour, it seems that the potential of values, including the universalism values, for driving the employee perception of CSR and OCB has not been revealed. Trying to close the gap, the paper aims at revealing the relationship between the employee perceptions of CSR, employee OCB and universalism values. In doing this, quantitative data were collected (301 responses in total). Consistent with the expectations, the survey indicated that employee perceptions of CSR directed at four main stakeholder groups, namely employees, customers, government, and social and non-social stakeholders had a positive effect on OCB. As it was expected, universalism values drive both the employee perception of CSR and employee OCB. Moreover, the findings support the idea that the employee perception of CSR partly mediates the relationship between the universalism values and OCB. Generally, the obtained results highlight the necessity for organisations to invest not only in CSR, but also in employee perceptions of CSR, as this could drive extra-role employee behaviour, namely OCB.

The role of corporate social responsibility (CSR) and internal CSR communication in predicting employee engagement: Perspectives from the United Arab Emirates (UAE)

This study examined relationships among employees’ perception of CSR, three models of internal CSR communication and employee engagement. The findings, based on 516 valid survey responses from employees across different sectors in the United Arab Emirates, revealed that internal communication of CSR, both one-way and two-way symmetrical, predicted employee perceptions of CSR, with two-way asymmetrical communication being a negative predictor; perceptions of CSR predicted employee engagement; social and sustainable dimensions of CSR most strongly predicted social and affective dimensions of employee engagement; and both two-way symmetrical communication of CSR and employee perceptions of CSR strongly predicted employee engagement. Implications for theory and practice are discussed.

The influence of corporate social responsibility on travel company employees

PurposeThe purpose of this paper is to examine how employees’ perceptions of corporate social responsibility (CSR) influence their work engagement (WE), innovative behavior (IB) and intention to stay (IS) with their company, to illuminate the role of CSR at the individual employee level.Design/methodology/approachThe data for this study are responses of 455 employees to an online survey at the largest travel company in South Korea. Confirmatory factor analysis and structural equation modeling in Mplus 7.3 are used to analyze the data.FindingsResults show that employee perceptions of CSR regarding customers and employees significantly and positively influence their WE, which in turn positively influence their IB and IS. Moreover, WE mediates these relationships.Research limitations/implicationsResults of this study may not represent the entire travel industry or the country. This study’s model should be tested in other companies and countries. Additionally, longitudinal studies will help understand how employees’ perceptions of CSR and their effects on work attitudes and behavior change over time.Practical implicationsCSR can be an important tool for developing social capital within an organization by increasing employees’ engagement at work. Higher WE can help employees exert more efforts toward their company’s innovation and stay longer with their company, which can contribute to the company’s performance and competitiveness.Originality/valueThis study develops and empirically tests a theoretical model based on various disciplines. It extends existing CSR studies by examining the effects of CSR on WE and the mediation effects of WE, which have been rarely explored. This further explains how CSR influences employees’ attitudes and behavior that benefit a company’s competitive advantage to shed light on the resource-based view about employees being an important resource.

The impact of employee perceptions of organizational corporate social responsibility practices on job performance and organizational citizenship behavior: evidence from the Chinese private sector

This paper examines the impact of employee perceptions of organizational corporate social responsibility (CSR) practices on their job performance and organizational citizenship behavior (OCB). Hierarchical regression analysis on two-wave data from 184 supervisor/subordinate dyads from three organizations located in Zhejiang Province, South-East China, revealed that employee perceptions of CSR toward social and non-social stakeholders strongly influenced their OCB. However, employee perceptions of CSR toward employees, customers and government influenced neither their job performance nor OCB.

Corporate social responsibility, continuous process improvement orientation, organizational commitment and turnover intentions

Purpose– The purpose of this paper is to examine how employee's perceptions of corporate social responsibility (CSR) relate to their perceptions of an organization's orientation toward continuous process improvement orientation (CPIO). In addition, this research considers how employee perceptions of CSR and CPIO relate to work attitudes and behavioral intentions.Design/methodology/approach– Using structural equations analysis, the paper examines survey data obtained from employees of a USA-based financial services firm to test hypotheses regarding employee's perceptions of corporate engagement in CSR and continuous process improvement, as well as their work attitudes.Findings– Employee perceptions of CSR and of CPIO are strongly related. Both CSR and CPIO have similar, but still unique effects upon organizational commitment (OC). CSR and CPIO do not directly impact employee's intentions to leave, but they do have an indirect effect on intentions to leave, which operates through OC.Research limitations/implications– The design of the study precludes absolute conclusions regarding causality in tested relationships. The study design also limits generalizability.Practical implications– CSR and CPIO are strongly related, possibly due to shared cultural principles, suggesting that either CSR or CPIO may establish a basis in values that will support the other. Adding CSR to existing CPIO (or the reverse) is likely to enhance employee attitudes.Originality/value– This paper provides an empirical assessment of the relationship between continuous process improvement activities and CSR. In addition, it conceptually and empirically evaluates how CSR and CPIO simultaneously influence employee attitudes and behaviors.