Corporate social responsibility and employee organizational citizenship behavior

2017 ◽  
Vol 55 (2) ◽  
pp. 294-309 ◽  
Author(s):  
Yongqiang Gao ◽  
Wei He

Purpose An increasing number of studies have demonstrated a positive effect of corporate social responsibility (CSR) on employee organizational citizenship behavior (OCB), but little attention has been paid to the mechanisms and boundary conditions underlying this effect. The purpose of this paper is to propose a trickle-down model and examine the mediating role of supervisor ethical leadership and the moderating role of perceived organizational distributive justice in the CSR-OCB relationship. Design/methodology/approach To test the arguments, the authors collected field data in four companies located in a central city of China. Through a multi-wave data collection design, a total of 187 employees reported their perceptions toward firms’ CSR and organizational justice at Time 1, and reported their direct supervisors’ ethical leadership behaviors, and their own OCBs at Time 2 (four weeks later). Findings Empirical findings demonstrated that CSR had a positive effect on employee OCB, as mediated by supervisors’ ethical leadership. In addition, this mediation effect was found to be moderated by perceived organizational distributive justice such that the mediation relationship was stronger when perceived organizational distributive justice was lower than when it was higher. Originality/value The present study makes three major contributions. First, it contributes to the CSR literature by revealing the underlying mechanism of ethical leadership through which CSR will lead to increased employee OCB in the workplace. Second, the moderation findings of the study add a new piece of empirical evidence suggesting the boundary condition of organizational distributive justice affecting the positive effect of CSR on employee OCB. Finally, the trickle-down theoretical model demonstrates the pivotal role of leadership in transforming CSR into positive employee outcomes, providing valuable insights into future research that examines why CSR motivates in-organization employees at work.

2019 ◽  
Vol 10 (1) ◽  
pp. 47-68 ◽  
Author(s):  
Mohammed Mohammed Kunda ◽  
Göksel Ataman ◽  
Nihal Kartaltepe Behram

Purpose The purpose of this paper is to examine the effect of incumbent employees’ corporate social responsibility (CSR) perceptions toward multiple stakeholders on their organizational citizenship behavior (OCB) within the context of the tourism and hospitality sector in Turkey. It also aims to examine the mediating role of job satisfaction in these relationships. Design/methodology/approach Data were collected from 215 white-collar employees working full-time in non-managerial positions of hotels and travel services in Istanbul and Antalya regions of Turkey, using a self-administrated questionnaire. The research hypotheses were tested using multiple regression analysis. Findings The result of the study showed that two of the four CSR dimensions, namely, CSR toward society and environment and government, had a significant and positive effect on OCB. On the other hand, CSR toward employee was the only variable among the four dimensions of CSR perception that had a significant and positive effect on employee job satisfaction. The finding of the mediation analysis unfortunately failed to support the mediation effect of job satisfaction on the relationship between CSR perceptions and OCB. Research limitations/implications The study was limited to the Turkish tourism and hospitality sector. Thus, these findings may not be generalized to other sectors or countries. Future research should consider other sectors both in Turkey and other countries to extend the generalizability of the findings of this study. Practical implications This paper indicates that employees working in tourism and hospitality sector are highly concerned about their organizational, legal, societal and environmental social activities, which subsequently make them engage in extra role behaviors. Organizations are hereby advised that government law and regulation abiding, society and environmental social activities are very important in the effective functioning of the organizations and improving their service quality, which in turn can help increase their profits and long-term value creation. Originality/value Scholars in the area of CSR often explore the effect of a single dimension of CSR. Therefore, this paper contributes to the body of literature by examining the effect of employees’ CSR perceptions toward multiple stakeholders on employee behavior. Further, it is one of the few papers that highlights the positive effect of legal dimension of CSR on employee behavior within the context of the tourism and hospitality sector.


2019 ◽  
Vol 57 (3) ◽  
pp. 583-605 ◽  
Author(s):  
Raad Abdulkareem Shareef ◽  
Tarik Atan

PurposeThe purpose of this paper is to examine the effect of ethical leadership on followers’ organizational citizenship behavior (OCB) and turnover intention and to examine the mediating role of intrinsic motivation in the relationships.Design/methodology/approachThe study employed a quantitative research method with a sample of 351 supervisor–subordinate dyads in three large public universities in the Kurdistan Region of Iraq. The statistical analysis was conducted using Statistical Package for Social Science software, through multiple regression analyses to test the research hypotheses.FindingsThe results indicated that ethical leadership positively related to OCB and negatively related to turnover intentions. The results also showed that intrinsic motivation fully mediates the relationship between ethical leadership, OCB, and turnover intentions.Originality/valueThis study recognized the gap in the literature, and it contributes to the body of knowledge through an examination of the mediating role of intrinsic motivation between ethical leadership, OCB and turnover intention, relying on the cognitive evaluation theory.


2019 ◽  
Vol 16 (04) ◽  
pp. 1940004 ◽  
Author(s):  
Ayşe Cingöz ◽  
A. Asuman Akdoğan

Corporate social responsibility (CSR) has emerged as a prominent term in management literature. CSR refers to the extent to which businesses meet the economic, legal, ethical, and discretionary responsibilities imposed on them by their stakeholders. CSR is suggested to have a positive effect on employees’ organizational citizenship behavior (OCB). Also, managers are likely to perform ethical behaviors in their leadership roles when management supports CSR initiatives. In this study, we examined the relationship among CSR, OCB and ethical leadership using a sample of 60 employees from Nevşehir(Cappadocia-Turkey). Our findings indicate a significant and positive relationship between CSR and ethical leadership. However, no significant relationship was found either between OCB and CSR, nor OCB and ethical leadership.


2020 ◽  
Vol 12 (13) ◽  
pp. 5411 ◽  
Author(s):  
Jinsoo Choi ◽  
Young Woo Sohn ◽  
Suran Lee

Even though research on the micro-effects of corporate social responsibility (CSR) has been growing, our understanding of the psychological mechanisms through which perceived CSR affects employees’ organizational citizenship behavior (OCB) remains insufficient. Based on social identity theory and the concept of whole self, this study examines the mediating role of meaning orientation as a psychological mechanism and tests the moderating role of grit, using survey data collected from 361 South Korean workers. Our results show that the positive association between perceived CSR and OCB is mediated by meaning orientation. In addition, grit strengthens the perceived CSR-meaning orientation relationship, which in turn boosts employees’ OCB. This study contributes to the literature by revealing a psychological mechanism and how it is moderated by individual traits, which are crucial in predicting CSR’s micro-effects. We discuss how our results can be practically applied by organizations as part of sustainable human resource management.


2020 ◽  
Vol 12 (3/4) ◽  
pp. 387-407
Author(s):  
Jian-Yu Chen ◽  
Suk-Jun Lim ◽  
Hyun-Jung Nam ◽  
Joe Phillips

PurposeThe Western-centric nature of research into corporate social responsibility (CSR) has left gaps in one’s understanding of local culture's role in augmenting or undermining the impact of firms' CSR policies. This paper constructs and tests variables measuring “Confucian values” mediation between Chinese employees' perceived CSR and their job satisfaction, organizational commitment and organizational citizenship behavior.Design/methodology/approachThe hypotheses were tested through structural equation modeling, using data from 311 responses completed by employees at Chinese private companies, located in China's Cheng-Yu economic area (Chongqing and Chengdu).FindingsChinese employees' perceived CSR had a positive significant effect on job attitudes (job satisfaction and organizational commitment). However, perceived CSR had no significant positive impact on organizational citizenship behavior. The authors also found that Confucian values are a partial mediator between perceived CSR and job attitudes and a full mediator between perceived CSR and organizational citizenship behavior.Originality/valueThe results enrich one’s understanding of cultural values in these relationships and suggest further research into how firms and governments in Confucian-based societies can better operationalize Confucian values to argument the firm's and country's CSR identity, thus improving job attitudes and public relations among customers who share this cultural heritage. For non-Confucian societies and foreign firms operating in China, the results encourage searches for Confucian value substitutes, such as trust and education, to incorporate into CSR mechanisms that promote these values among employees. The authors suggest approaches for furthering these agendas.


2021 ◽  
Vol 13 (3) ◽  
pp. 1044
Author(s):  
Saqib Yaqoob Malik ◽  
Yasir Hayat Mughal ◽  
Tamoor Azam ◽  
Yukun Cao ◽  
Zhifang WAN ◽  
...  

The manufacturing sector is one of the major sources contributing towards economies as well as environmental pollution. Contributing to the theory of ability motivation opportunity theory, the aim of the current study was to investigate the mediating role of organizational citizenship behavior towards the environment on the relationship between green human resources management (green recruitment and selection, green training, green rewards, and green performance evaluation), corporate social responsibility, and sustainable performance (economic, social, and environmental performance). The quantitative survey research design was used in the current study and structured questionnaires were distributed for the collection of data. The cross-sectional data were collected from 150 firms. Sample of the study was consisted of HRM managers, directors. Total 200 questionnaires were distributed but 150 completed responses were received and analyzed. A structured questionnaire was used. For data analysis, smart partial least square structural equation modeling (PLS-SEM) was used. The measurement model and the structural model were developed and tested in the study. The measurement model aim was to investigate and establish reliabilities and validities of the instrument while to test hypotheses structural model was formulated/developed. Results revealed that the instrument was found reliable and valid; the instrument has met all standard criteria for average variance extracted, composite/construct reliability factor loadings, and alpha values. While structural models illustrated that all hypotheses are accepted. It is concluded from the results that organizational citizenship behavior towards the environment significantly mediated the relationship between corporate social responsibility and green human resource management practices. This implies that organizational citizenship behavior towards environment significantly effects sustainable performance. The originality of the current study lies in highlighting corporate social responsibility, green human resources management practices to enhance sustainable performance through organizational citizenship behavior towards environment.


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