Perceptions Of Social Responsibility Research Articles

The role of employees' perceptions of corporate social responsibility in the relationship between organizational reputation and organizational attractiveness. Evidence from Italy

AbstractRecruitment success or failure hinges on organizational reputation (OR), encompassing both internal and external perceptions, as well as corporate social responsibility (CSR) activities. While existing literature underscores the direct positive impact of formalized CSR on OR and organizational attractiveness (OA), it remains unclear whether personal perceptions of CSR consistency with organizational behavior influence the OR–OA relationship. This study aims to bridge this gap by examining the interplay of CSR in the relationship between OR and OA. Employing a self‐administered survey, data is collected from a diverse sample comprising postgraduate students and working professionals. The findings from this empirical investigation aim to shed light on the nuanced dynamics between CSR, OR, and OA, thereby contributing to the scholarly discourse and informing HR practitioners' decision‐making processes.

Management Students’ Perceptions of Corporate Social Responsibility and Sustainability: The University Context of Each Country as an Explanatory Variable

Many scientific articles have been written about management students’ perceptions of corporate social responsibility. Most of these investigations were carried out on small samples, made up of students from a single university. Very few investigations have compared students from different universities and countries. The main objective of this paper is to investigate whether students’ countries operate as an explanatory variable for their perceptions of this concept. Fifty-four previous articles were reviewed, identifying some important conceptual problems and a high amount of methodological diversity. The second objective of this paper is to describe and analyze these problems and methodologies, with the aim of contributing to the development of this field of research. A sample of 1992 undergraduate students in management courses who were studying at 18 universities located in three countries (Colombia, Ecuador and Peru) was selected. A definition of corporate social responsibility was adopted. This concept was operationalized through a set of 18 indicators. An exploratory factor analysis showed that these indicators operationalize the main dimensions of social responsibility. It was found that there are statistically significant differences between the perceptions of the students from the 18 universities, but when comparing universities from the same country, these differences disappear. In addition, it was found that the relationship between perception and country is independent of gender, age, work experience and the degree that students are pursuing. This work contributes to our current knowledge in this field of study, because it shows that the university environment of each country operates as an explanatory variable for students’ perceptions of social responsibility. Also, this work contributes to the design of appropriate methodological strategies for carrying out comparative studies on the perceptions of social responsibility, both locally and internationally.

Perception of university social responsibility through the eyes of students: Comparative analysis of values, organisational efficiency, and educational process in Slovak universities

Perception of university social responsibility through the eyes of students: Comparative analysis of values, organisational efficiency, and educational process in Slovak universities

Bridging Employees’ Perceptions of Corporate Social Responsibility, Sense-Making for Meaningfulness, and Work Engagement for Successful Self-Regulation

Bridging Employees’ Perceptions of Corporate Social Responsibility, Sense-Making for Meaningfulness, and Work Engagement for Successful Self-Regulation

Navigating remote work: the role of corporate social responsibility in boosting employee engagement

PurposeThis paper investigates the relationship between teleworkers' perceptions of corporate social responsibility (CSR) and employee engagement (EE) in remote work.Design/methodology/approachA quantitative research approach was used, involving a questionnaire distributed via convenience sampling. Data from 205 valid responses from teleworking employees in Spain were analysed using structural equation modelling to test the hypothesis regarding the association between CSR and EE.FindingsThe study found that CSR’s social and environmental dimensions positively impact EE among teleworkers. However, the economic dimension of CSR only partially influences EE in a telework setting.Practical implicationsThe findings suggest organisations can enhance EE during telework periods by focusing on social and environmental CSR initiatives. This approach can mitigate the reduced EE associated with remote work, improving organisational performance, productivity, satisfaction and employee well-being.Originality/valueThis study provides empirical evidence on the positive effects of CSR’s social and environmental dimensions on EE in a telework context, offering valuable insights for organisations navigating the post-pandemic landscape. Also, specific CSR strategies can establish a competitive advantage by fostering a motivated and engaged remote workforce.

The role of social entrepreneurship education and corporate social responsibility in shaping sustainable behaviour in the education sector of Lahore, Pakistan

Social Entrepreneurship Education (SEE) has the potential to benefit society by reducing poverty and advancing social, economic, and environmental sustainability. This study examines how SEE enhances students’ perception of Corporate Social Responsibility (CSR) and leads to more sustainable behaviour among students. Additionally, this study explores how the Institutional Environment strengthens the connection between SEE and perceived CSR, both crucial for cultivating sustainable behaviour. The theory of planned behaviour serves as the foundation for this study. A questionnaire-based survey was completed by purposively selected 271 undergraduates from private universities in Lahore, Pakistan. The findings indicate that social entrepreneurial education positively impacts the students’ perception of CSR and sustainable behaviour. Additionally, the study found that CSR plays a mediating role, which is statistically significant. The findings also suggest that the institutional environment acts as a moderator. This study contributes significantly to the existing knowledge and is a valuable guide for educational institutions to develop policies for education programs based on social entrepreneurship courses and training.

Factors associated with the perception of university social responsibility among dental students from two universities in the Peruvian capital: a multivariable regression analysis

Students play a key role in university social responsibility (USR), as they are the protagonists of change and the fundamental axis in the teaching-learning process. This study aims to assess the factors associated with the perception of university social responsibility among dental students from two universities in the Peruvian capital. This analytical cross-sectional study assessed 754 students from two Peruvian universities between May and July 2023. The study utilized a validated 51-item questionnaire to assess sociodemographic factors and dental students’ perception of USR. A Poisson regression model with robust variance and prevalence ratio (PR) was used to assess the influence of variables such as age, sex, marital status, type of university, academic year, and awareness of taking subjects related to USR. The significance was set at p < 0.05. The perception of USR was rated as poor, fair, and good by 16%, 67%, and 17% of the participants, respectively. According to the study, dental students from public universities were 68% more likely to perceive their USR education as poor than those from private universities (APR = 1.68, 95% CI: 1.06–2.66), and those who were aware of taking MSR-related courses were 37% less likely to perceive their USR education as poor (APR = 0.63, 95% CI: 0.40–0.98). Similarly, dental students attending public universities were 2.28 times more likely to perceive poor organizational management in USR compared to their counterparts at private universities (APR = 2.28, 95% CI: 1.51–3.44). Additionally, students in their first and second academic years were 62% and 57% less likely to perceive poor organizational management in USR compared to those in their sixth year (APR = 0.38, 95% CI: 0.19–0.79 and APR = 0.43, 95% CI: 0.20–0.95; respectively). Furthermore, students from public universities were 2.31 times more likely to perceive social participation in USR poorly compared to their counterparts from private universities (APR = 2.31, 95% CI: 1.63–3.26). Lastly, it was observed that students from public universities were 2.51 times more likely to have a poor overall perception of USR compared to students from private universities (APR = 2.51, 95% CI: 1.67–3.78). Acknowledging the diverse contexts and challenges inherent in public and private institutions, it can be concluded that more than half of the dental students had a fair perception of USR. Additionally, attending a public university was found to be a risk factor for having a poor perception of USR. However, taking a course related to USR and being in the early years of the program were identified as protective factors against a poor perception of organizational training and management in USR. It is recommended that students be involved in USR activities, including the Sustainable Development Goals, from the first years of their university education, especially in public universities.

The influence of stakeholder theory and Islamic faith on employee perception of CSR

Purpose The purpose of this paper is to examine the influences of employee perception of corporate social responsibility (CSR) in the Readymade Garment Industry (RMG). The RMG industry in Bangladesh has faced constant criticism of their working practices, and following some fatal incidents, the industry was faced with external pressures of implementing CSR practices and policies. Manufacturers invested and initiated CSR in their business and marketing strategy to survive in the global competition. Employees are internal stakeholders that help to implement and disseminate strategies successfully; however, there is not enough knowledge in the area of employee perception of CSR. Design/methodology/approach The paper is an exploratory study using the quantitative data collection method. In total, 128 responses have been collected from participants who are employees of garment factories in Bangladesh to understand their perception of CSR. Regression analysis has been conducted to ascertain the relationships between the factors that influence employee perception. Theories of stakeholder management, organizational citizenship behaviour, social exchange theory and employee engagement have been used to analyse the factors that influence employee perception. Findings The findings show that the factors that influence perception of CSR are not confined to the stakeholder’s initiatives but are significantly dependent on the employees’ direct involvement, engagement and personal values as a beneficiary and an executioner. In addition to the stakeholder’s initiatives that are a key deliverable to the marketing strategy, the employees are influenced by their personal beliefs and practices that can be associated with influences of religion, culture and the wider social landscape. Research limitations/implications The data is limited to a small number of factories located near the capital, Dhaka, this is a small sample compared to the 4,000 factories in Bangladesh. Further research can be conducted based on a larger data set, which could represent a wider range of employee perspectives from different factories relating to size, product category and geographical location. The study does not expand on the factors that influence employee perception specifically. Practical implications The findings of the study can help the employers understand that the organization’s priority and participation are not the only factors that influence the employee’s perceptions. The employees’ assessment of the stakeholder’s intentions of CSR, which are reflected in the organization’s priority, shapes employee perceptions that are influenced by their personal values and beliefs. The awareness of the factors that influence the employees will enable organizations to motivate them and deliver on expectations of the business partners. Social implications It is the practices aimed at the employees that enhance their engagement in CSR that enable them to reciprocate and influence their perception of the organization’s fair and genuine motives. The effectiveness of this aids the macro-marketing aspects of managing social concerns and the impact of businesses. Originality/value The data collected is primary data from employees of garment manufacturers. The hypothesized framework is developed by the authors, and the outcomes of the factors that influence the employee perception of CSR are escalated from the analysis conducted by the authors.

Examining the link between CSR perceptions and employee advocacy through organizational justice: Can corporate hypocrisy mitigate?

AbstractThis research aims to understand the relationship between employees' perceptions of corporate social responsibility and employee advocacy behavior through organizational justice. Furthermore, it explores the moderating effect of corporate hypocrisy in the relationship of organizational justice with employee advocacy behavior. Grounded in signaling and cognitive inconsistency theories, the proposed hypotheses were tested on data collected from 360 employees from the hospitality sector. The study followed a time‐lagged approach. In phase 1, the data were collected for demographic variables, corporate social responsibility perceptions, and corporate hypocrisy. In the second phase, data were collected for organizational justice and employee advocacy behavior, using separate survey links. Smart PLS 4.0 was applied to test the relationships proposed in the research model. The study found that employees who positively perceive firms' corporate social responsibility will engage in advocacy behavior. The results suggest a significant mediating effect of procedural justice in the relationship between corporate social responsibility and employee advocacy behavior. However, the mediating effect of distributive justice in this relationship could not be established. Further, the study found evidence that corporate hypocrisy moderates the indirect relationship between corporate social responsibility perceptions and advocacy behavior via procedural justice. Also, to the best of our knowledge, literature has no empirical evidence of the moderating effect of corporate hypocrisy in the indirect association between the perception of corporate social responsibility and employee advocacy behavior via organizational justice. It provides several important implications for advancing theoretical knowledge and practical insights for hospitality industry practitioners.

The Perception of Corporate Social Responsibility and Employee Flourishing: Cultural Diversity as an Underlying Mechanism

Corporate social responsibility (CSR) has been a field of interest over the past couple of decades. The challenges posed by rapidly evolving technology and frequently changing market conditions along with well-informed customers, have compelled firms to pay greater attention to their stakeholders and address social, economic, and environmental issues. This heightened focus on CSR reflects a growing perception that success transcends financial gains and encompasses broader benefits to communities and society. Moreover, there is growing recognition of the impact of internal CSR practices, which not only enhance a firm’s reputation, assets, and customer retention but also significantly influence the well-being, engagement, and satisfaction of their workforce. Currently, for some firms, particularly multinational corporations (MNCs), promoting internal CSR practices becomes particularly complex amidst diverse workforces encompassing varied languages and cultures. This study, thus, explores the relationship between perceived CSR practices and workplace outcomes, including the mediating role of cultural diversity. Based on data collected from 211 employees in 19 different countries, the results reveal that perceived CSR effects on employee well-being, satisfaction, and engagement are driven by diversified cultural settings. Accordingly, these findings reinforce the urgency to delve deeper into the implications of cultural diversity within CSR frameworks.

Psychological need satisfaction, frustration, and unfulfillment profiles in the workplace: Their nature, predictors, and outcomes

Abstract Based on self-determination theory, this research relied on person-centered analyses to show how the distinct components of psychological need states combine to produce distinct profiles. We also explored contemporarily antecedents (perceptions of the organization’s environmental corporate social responsibility and negative moral emotions related to the organization’s environmental (ir)responsibility) and organizational outcomes (affective organizational commitment, turnover intentions, and cyberslacking). Questionnaire surveys were completed by 525 French employees. Four profiles characterized by configurations of psychological need states were identified and showed well-differentiated patterns. Negative moral emotions predicted membership in the most detrimental need states profiles while corporate social responsibility perceptions did not. As expected, we found opposite patterns of associations between profile membership and affective organizational commitment and turnover intentions, while the highest levels of cyberslacking were found in the most positive need states profiles. The results add to person-centered research and emphasize the importance of psychological experiences in the workplace and organizational outcomes.

Perceived internal corporate social responsibility and employees' proactive behavior: The mediating role of intentions to start personal projects and the moderating role of perceived external prestige

AbstractThis study deepens our understanding of the micro‐level processes underlying the relationship between employees' internal corporate social responsibility (CSR) perceptions (perceived internal CSR) and their proactive behavior. Drawing on the self‐regulation and social information processing perspectives, we propose that perceived internal CSR enacts employees' intentions to start personal projects within the organization. We contend that this relationship is contingent upon employees' perceptions of the external prestige of the organization. Additionally, we argue that this interplay influences employees' proactive behavior, specifically innovative and risk‐taking actions. Employing a multimethod approach, comprising a multisource field study involving 640 employee‐supervisor dyads and a two‐by‐two experimental design with 152 respondents, our findings demonstrate a positive association between perceived internal CSR and employees' intentions to start personal projects. This effect is stronger when employees perceive the organization as highly prestigious. As predicted, this interaction positively influences innovative and risk‐taking behaviors. This research provides valuable insights into the nuanced dynamics between internal CSR and proactive behavior, offering implications for scholars and practitioners in human resource development.

How do corporate social responsibility perceptions facilitate advocacy behavior? The roles of organizational pride and responsible leadership

As a voluntary behavior, employees’ advocacy can enhance organizations’ competitive advantage and reputation. Drawing on social identity theory, this study explores the mechanism of by which corporate social responsibility (CSR) perceptions influence employee advocacy behavior using a sample of 333 two-stage data. The results show that internal and external CSR perceptions have positive effects on employee advocacy behavior, organizational pride mediating the relationships between internal and external CSR perceptions and employee advocacy behavior. Responsible leadership strengthens the effects of internal and external CSR perceptions on organizational pride, as well as the indirect effects of organizational pride on the relationships between internal and external CSR perceptions and advocacy behavior. This study investigates how micro CSR affects advocacy behavior by introducing organizational pride and responsible leadership, thus advancing the micro CSR literature and providing directions for micro-level CSR research. The findings of this research provide guidance to managers by focusing on employee perceptions of CSR activities and organizational pride and by cultivating responsible leadership.

BUSINESS SCHOOL FACULTY PERCEPTIONS OF CSR INITIATIVES ON COLLEGE/UNIVERSITY ORGANIZATIONAL CITIZENSHIP BEHAVIOR: THE MEDIATING EFFECT OF ORGANIZATIONAL IDENTIFICATION

Purpose-This study aims to explore the influence of faculty perceptions of corporate social responsibility (CSR) on their engagement in organizational citizenship behavior (OCB) within Nepal's Business school settings, with organizational identification tested as a mediator. Design/Methodology/Approach: Data were collected from 298 full-time and part-time Business school faculty members, both inside and outside Kathmandu, using a self-administered questionnaire. Step-wise regression analysis was employed to assess the research hypotheses. Findings: The findings indicate a positive relationship between faculty perceptions of CSR initiatives and their engagement in OCB. Additionally, organizational identification was found to be positively associated with OCB and partially mediated the relationship between CSR perceptions and OCB. Practical Applications: These results suggest that enhancing faculty perceptions of CSR could foster greater engagement in OCB, thereby benefiting organizational effectiveness and culture within Business schools. Strategies focusing on CSR communication and fostering organizational identification among faculty may be effective in promoting desired behaviors. Originality/Value: This study contributes to the literature by integrating insights from social identity theory and perceived external prestige theory in examining CSR perceptions and OCB among faculty in a specific cultural and organizational context, offering practical implications for management practices in educational institutions.

Addressing the "Lying Flat" Challenge in China: Incentive Mechanisms for New-Generation Employees through a Moderated Mediation Model.

Given the increasing emphasis on teamwork in contemporary organizations and the growing prominence of younger employees in the workplace, it is crucial to encourage their proactivity in navigating complex internal and external environments. Total rewards are a highly effective means of motivating the new generation of employees; however, there is limited research on whether and how total rewards stimulate team member proactivity. To address this objective, this study utilizes survey data (n = 423) and employs hierarchical regression and bootstrap methods. In essence, this paper aims to construct a moderated mediation model to examine the relationship between total rewards and team member proactivity among Chinese new-generation employees (born after 1990). The results indicate that total rewards significantly enhance the team member proactivity of new-generation employees. Furthermore, calling serves as a significant mediator in this relationship. The perception of corporate social responsibility also plays a crucial role, positively moderating the relationship between total rewards and calling. This, in turn, positively influences team member proactivity through the mediation of calling. Accordingly, this research provides valuable insights for managers aiming to effectively engage the new generation of employees and boost team performance. In essence, our model enriches the understanding of how compensation practices can be leveraged to boost proactivity among the new generation of employees.

The Impact of Corporate Social Responsibility on Psychological Capital, Employee Engagement, and Performance: An Empirical Study

This study aims to examine how CSR influences psychological capital, engagement, and performance amidst crises. It addresses a gap in the existing literature by investigating the non-financial impacts of CSR. The study employs a correlational research design. A systematic literature review was conducted following the PRISMA statement guidelines, analyzing various methodological and theoretical approaches across existing studies. Based on the synthesis of findings, a research model was developed to categorize dominant themes and their interconnections. Correlation analysis results indicate significant positive relationships among variables. The correlation analysis result indicates that employee perception of corporate social responsibility is highly positively correlated with employee psychological capital (r = 0.675, p &lt; 0.01), employee engagement (r = 0.689, p&lt; 0.01), and employee performance (r = 0.641, p&lt; 0.01). Employee engagement shows a strong positive association with employee performance (r = 0.754, p &lt; 0.01). The strongest correlation observed is between psychological capital and performance (r = 0.821, p &lt; 0.01). The findings of this study underscore the pivotal role of CSR initiatives in influencing employee attitudes during a crisis. Furthermore, the results emphasize the importance of effectively implementing CSR strategies to enhance employee engagement, employee performance, and psychological capital.

Philosophical and Psychological Foundations of Social Responsibility and Ethics

The topic of the paper was the philosophical and psychological foundations of social responsibility and ethics, and the subject was the component composition of social responsibility and ethics in the philosophical and psychological context. The purpose of the article was to empirically clarify the philosophical and psychological foundations of social responsibility and ethics. The research methodology included the following steps: the development of a questionnaire containing clarification of the features of social responsibility and ethics in a philosophical and psychological context; formation of a sample of students of higher educational institutions of Ukraine; collection of results using Google forms; mathematical calculation of the obtained results; formation and characteristics of groups of students in accordance with the peculiarities of the perception of social responsibility and ethics as a philosophical and psychological phenomenon. The structure of social responsibility and ethics includes ten components: cognitive; worldview; axiological; behavioural; sensual; communicative; social; cultural; national; historical. It is shown that behavioural features and socio-cultural background are the most important for the formation of social responsibility and ethics, sensory and communicative features, as well as the historical basis, are the least important. For a clearer understanding of the peculiarities of the studied phenomenon, a cluster analysis was carried out. It was revealed that variants of the interpretation of social consciousness and ethics can be divided into four clusters: the form of manifestation of individual behaviour; a form of manifestation of socially determined behaviour; form of manifestation of individual consciousness; a form of manifestation of social consciousness. The results obtained are the first step towards analysing the phenomenon of social responsibility and ethics. The following research ideas are related to a comparative analysis of the understanding of social responsibility and ethics by representatives of different social, age and national groups.

Co-creation and brand happiness: insights from a Korean perspective

PurposeExtant literature has extensively explored the factors driving consumer emotions. This study aims to contribute to the ongoing discourse by elucidating the influence of co-creation on consumer emotions. Specifically, this investigation seeks to probe how co-creation activities, orchestrated by firms, impact consumers' emotional experiences, with a particular emphasis on brand happiness. By addressing this research gap, the author aims to shed light on the understudied domain of co-creation's effects on consumer emotions, notably brand happiness, a subject that warrants further investigation in prior scholarly works.Design/methodology/approachUsing surveys as the primary data collection method, the author assesses consumer perceptions, emotions and brand social responsibility. The initial study aims to discern the mediating role of brand social responsibility in the link between co-creation and brand happiness. Subsequently, the second study evaluates the moderating effect of brand social responsibility in the relationship between co-creation and brand happiness. These systematic investigations enable us to uncover the intricate dynamics between co-creation, brand social responsibility and consumers' emotional experiences, culminating in a deeper understanding of the phenomena at play.FindingsThe empirical findings of this study unveil the substantial impact of co-creation on consumers' brand happiness. Engaging in co-creation with a brand leads to a notable elevation in consumers' perceptions of the brand's social responsibility. Importantly, this heightened perception of brand social responsibility positively influences their emotional affinity toward the brand, resulting in increased happiness. Furthermore, this investigation sheds light on an intriguing aspect – the role of an individual's personal expressiveness. It accentuates how personal expressiveness acts as an augmenting factor, strengthening the effect of co-creation on brand happiness.Originality/valueThis research addresses the relatively underexplored topic of brand happiness, which constitutes a fundamental aspect of consumers' experiences. By shedding light on the intricate interplay between co-creation, consumer emotions and happiness, this research introduces an essential theoretical framework that emphasizes the pivotal role of co-creation in driving consumer emotional experiences and overall happiness. As such, this study presents a comprehensive and valuable contribution to the growing body of knowledge in consumer behavior and marketing.

Perception of Corporate Social Responsibility, Organizational Commitment and Employee Innovation Behavior: A Survey from Chinese AI Enterprises

Perception of Corporate Social Responsibility, Organizational Commitment and Employee Innovation Behavior: A Survey from Chinese AI Enterprises

Employees’ perceptions of corporate social responsibility in a selected manufacturing enterprise in South Africa

Despite small and medium enterprises (SMEs) being the backbone of any economy, their performance is not satisfactory. Corporate Social Responsibility (CSR) is frequently utilised to improve business sustainability and meet stakeholder responsibilities. However, literature focuses on CSR practices in larger corporations, neglecting the practice in SMEs. On the other hand, CSR research usually overlooks internal stakeholders such as employees. In order to bridge this gap, the researcher investigated internal stakeholders’ perceptions of CSR in a South African medium-sized organization located in the eThekwini municipal area, as this perspective is critical in developing a comprehensive CSR strategy. Data for this research was gathered through interviews and focus group discussions with managers and employees of the selected organization. Thematic content analysis was the primary method utilised for analysing the collected data, which was aided by NVivo 12 software for complete data processing and organization. The findings revealed that employees view CSR as a viable practice that encourages dedication and motivation to improve work performance. CSR implementation within the organization is seen as an effective motivational tool, resulting in greater output, increased staff dedication, decreased absenteeism, and increased employee turnover. The researcher argues that CSR can increase employee performance and emphasizes the necessity for SME managers to incorporate social, environmental and employee-related CSR projects into their business strategy to improve overall performance.