scholarly journals Socially Responsible HRM, Employee Attitude, and Bank Reputation: The Rise of CSR in Bangladesh

2021 ◽  
Vol 13 (5) ◽  
pp. 2753
Author(s):  
Farid Ahammad Sobhani ◽  
Amlan Haque ◽  
Shafiqur Rahman
Keyword(s):  
Turnover Intention ◽  
Turnover Intentions ◽  
Employee Motivation ◽  
Negative Influence ◽  
Mediation Effect ◽  
Socially Responsible ◽  
Positive Effects ◽  
Bank Employees ◽  
Corporate Social ◽  
Institutional Reputation

Applying the organisational climate of corporate social responsibility (CSR) and human resource management (HRM) behavioural theories, this paper examines the associations among socially responsible HRM (SRHRM), organisational citizenship behaviour (OCB), turnover intention, and bank reputation. The proposed model, including seven hypotheses, was examined on a sample of 711 Bangladeshi bank employees. The results suggest that SRHRM has significant positive effects on both OCB and bank reputation, and a significant negative influence on turnover intention. OCB was positively significant for bank reputation but was estimated as insignificant for bank employees’ turnover intention. Moreover, perceived bank reputation was significant and negative on Bangladeshi employees’ turnover intention. Finally, a partial mediation effect was found for OCB on the direct relationship between SRHRM and bank reputation. This paper recommends that banks should aim at higher levels of OCB and reputation and lower turnover intentions should encourage SRHRM in their strategic approaches for HRM and CSR. The implications of the results of this study can help financial organisations to recognise the significance of SRHRM and its favourable effects on employee motivation and institutional reputation.

scholarly journals Employees’ perceptions of corporate social responsibility and ethical leadership: are they uniquely related to turnover intention?

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mehran Nejati ◽  
Michael E. Brown ◽  
Azadeh Shafaei ◽  
Pi-Shen Seet
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Ethical Leadership ◽  
Turnover Intention ◽  
Turnover Intentions ◽  
Empirical Support ◽  
Well Being ◽  
Relative Importance ◽  
Content Type ◽  
Corporate Social

Purpose The purpose of this study is to investigate the simultaneous effect of ethical leadership (EL) and corporate social responsibility (CSR) on employees’ turnover intention and examine the mediating mechanism in these relationships. Design/methodology/approach The authors conducted a field study of 851 employees across a variety of industries. This study applied partial least squares structural equation modelling for hypothesis testing. Findings The results show that employees’ perceptions of CSR as well as EL are both uniquely and negatively related to turnover intention. The authors also found that employees’ job satisfaction but not commitment, mediates these relationships. Research limitations/implications This study answers the recent call (Schminke and Sheridan, 2017) for ethics researchers to put competing explanations to the test to determine their relative importance. Research limitations have been discussed in the paper. Social implications Through providing empirical support for the positive impact of CSR and EL on employee-related outcomes and creating a decent and empowering work environment, this study provides further support for CSR and EL. As CSR and EL require accountability, responsible management and addressing societal well-being of stakeholders, this study can contribute to the United Nations sustainable development goals. Originality/value Previous research has found that both employees’ perceptions of supervisory EL and CSR are negatively related to employees’ turnover intentions. Yet, researchers know little about their relative importance because these relationships have not been adequately examined simultaneously.

Influence Of Corporate Social Responsibility As Perceived By Salespeople On Their Ethical Behaviour, Attitudes And Their Turnover Intentions

2013 ◽  
Vol 11 (8) ◽  
pp. 353 ◽  
Author(s):  
Baptiste Bourdeau ◽  
Raoul Graf ◽  
Marie-France Turcotte
Keyword(s):  
Corporate Social Responsibility ◽  
Organizational Commitment ◽  
Social Responsibility ◽  
Ethical Behavior ◽  
Turnover Intention ◽  
Turnover Intentions ◽  
Management Tool ◽  
Ethical Behaviour ◽  
Business World ◽  
Corporate Social

The ethical behavior of salespeople has become a tremendous challenge in the business world. While a great majority of big companies communicate about their Corporate Social Responsibility, this study shows for the first time that Corporate Social Responsibility (CSR) has no influence upon the ethical behavior of salespeople. However, it demonstrates that a reputation associated with CSR can be a precious management tool that can be used to act upon salespeoples satisfaction, organizational commitment and turnover intentions. More specifically, CSR policies, as perceived by salespeople, increase their satisfaction level which, in turn, decreases their turnover intention. Likewise, CSR policies, as perceived by salespeople, increase their organizational commitment, which, in turn, contributes to decrease their turnover intention. In addition, this study provides avenues to explore regarding the tools influencing the ethical behavior of salespeople. The answers of 197 salespeople were collected using an innovative recruitment method with high potentialities - social networks.

scholarly journals The Role Socially Responsible-HRM Practices in Employee Engagement

2018 ◽  
Vol 2 (3) ◽  
pp. 109-111
Author(s):  
Zainab Rawshdeh ◽  
Zafir Khan Mohamed Makhbul ◽  
Syed Shah Alam
Keyword(s):  
Social Responsibility ◽  
Employee Engagement ◽  
Mediation Effect ◽  
Socially Responsible ◽  
Hrm Practices ◽  
Black Boxes ◽  
Person Organization Fit ◽  
Corporate Social ◽  
The Impact ◽  
Employee Work Engagement

With the Growing evidence that Corporate Social Responsibility (CSR) and Employee engagement generate multiple pivotal benefits for both organization and employee, and, the increasing interest about the positive effect of organization social responsibility on employee work engagement. Accordingly, the attempt of the current study is to contribute to the emergent body of the literature by providing further insights about the importance of CSR to employee engagement. It opens the black boxes by exploring the mediation effect of Person-Organization Fit in this relationship. Furthermore, by adopting Socially Responsible HRM practices it examine the relationship using different practices of CSR. In addition, it responds to recent calls for more research on the mechanisms that explain how CSR practices affect individual attitudes, and to explore the impact of mediation toward a better and more complete understanding of the outcomes of CSR. The three proposed hypothesis by the current study were supported . Results indicated that there is a postivie relationship between socially responsible HRM practices and employee engagement. While person-organization fit also partially mediate this realtionship.  

scholarly journals Effect of Organizational Justice on Turnover Intention: Mediating Role of Employee Motivation

2021 ◽  
Vol 1 (2) ◽  
pp. 105-121
Author(s):  
MUHAMMAD YOUNAS ◽  
IMRAN SAEED ◽  
GHAYYUR QADIR ◽  
SAIF ULLAH KHAN
Keyword(s):  
Distributive Justice ◽  
Procedural Justice ◽  
Organizational Justice ◽  
Turnover Intention ◽  
Extrinsic Motivation ◽  
Turnover Intentions ◽  
Interactional Justice ◽  
Employee Motivation ◽  
Mediating Role ◽  
Knowledge Intensive

Turnover is a substantial problem all over the world, in all the industries. The problem is further impairing to the performance of knowledge intensive industries such as pharmaceuticals. This study examined the effect of Organizational justice facets i.e. Procedural Justice, Distributive Justice and Interactional Justice on Turnover Intention. Based on a sample of 141employees from 19 Private sector pharmaceutical companies located in Peshawar. The results reveal that Procedural Justice and Distributive Justice have significant and constructive effect on Turnover Intention while of Interactional Justice had no statistically significant effect. The analysis also shows that Intrinsic and Extrinsic Motivation as mediating variables significant effect on relationship between Organizational and Turnover Intentions.

Does board diversity influence firms’ corporate social responsibility reputation?

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Caroline C. Hartmann ◽  
Jimmy Carmenate
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Socially Responsible ◽  
Board Diversity ◽  
Content Type ◽  
Positive Effects ◽  
Social Reputation ◽  
Global Companies ◽  
Corporate Social ◽  
The Impact

Purpose Board diversity positively impacts corporate social responsibility (CSR); however, there is limited evidence on how board diversity affects the reputation of organizations that are involved in CSR. The purpose of this paper is to examine the effect board diversity has on socially responsible firms’ corporate social responsibility reputation (CSRR). The authors specifically examine this relationship because an organization’s corporate reputation may be very different to its CSRR gained through engagement in socially responsible activities. Design/methodology/approach The authors use the CSR reputation scores for the top 100 most socially responsible global companies provided by the RepTrak Database as a measure of CSRR. Board diversity measures are calculated for gender, ethnicity and education to measure their impact on social reputation. The sample for this study consists of 146 observations for the period 2013–2017. Findings The authors find a significant and positive relation between having a combination of women and ethnically diverse members on the board and firms’ CSRR. The authors also find a significant positive effect on CSRR when the board is composed of women and educationally diverse members. Research limitations/implications Board diversity characteristics continue to impact organizations’ decision-making processes and their involvement in CSR activities as public stakeholders demand greater representation of females and minorities on the board. Because research on board diversity is in its infancy, the authors urge scholars to continue to investigate the impact board diversity has on an organization’s motivation to be socially responsible as well as how it affects their CSRR. Practical implications The findings of this study highlight the importance stakeholders place on an organization’s social responsibility reputation and the positive effects of board diversity in managing their CSRR. Social implications The findings provide evidence that the composition of the board can influence a company’s engagement in CSR activities and their CSRR as perceived by its stakeholders. Originality/value This study contributes to the CSR literature by introducing the concept of CSRR. To the best of the authors’ knowledge, this study also extends research in the diversity literature by examining the relationship between board diversity variables and an organization’s CSRR. The findings highlight the importance of having a diverse board composed of ethnically and educationally varied individuals and provide evidence of a link between organizations’ involvement in socially responsible activities and their CSRR.

scholarly journals The Relationship of Human Resource Practices (HRP) Constructs With Turnover Intention Among Employees in Sarawak, Malaysia

2021 ◽  
Vol 12 (1) ◽  
pp. 43
Author(s):  
Mark Kasa ◽  
Choi-Meng Leong ◽  
Joseph Pudun ◽  
Sheena Poh ◽  
Nursyafiqah Ramli
Keyword(s):  
Human Resource ◽  
Turnover Intention ◽  
Banking Sector ◽  
Turnover Intentions ◽  
Service Industry ◽  
Service Industries ◽  
High Rate ◽  
Human Resource Practices ◽  
Bank Employees ◽  
Business Entities

Competition within the service industry is getting more intense due to privatisation and rising number of business entities creating toward competitiveness in the market. The banking sector is known as one of the service industries with a high rate of turnover in Malaysia. Some of the reason employees choose to leave an organisation are such as arduous and strenuous job environment as well as demanding workloads. When more and more employees leave the organization, it will cause unfavourable impacts on a bank’s performance and productivity. Previous literatures have revealed the relatedness of human resource practices (HRP) with turnover intention (TI). 283 questionnaires have been distributed to bank employees in Kuching, Malaysia. The collected data was analysed in the aspects of correlation and regression where the results show that HRP are negatively related to employee’s turnover intention. Results from the research demonstrated the importance for bank employers to further enhance its existing HRP to minimize employees' turnover intentions. Furthermore, implications as well as recommendation for future study are also provided by this research. This study extends the knowledge of the effectiveness of human resource practices by incorporating the various effects of human resources practices on turnover intention from the employee perspective. This study also recommended few strategies for enhancement of present HRP to lower bank employees’ intention to quit the job.

scholarly journals How Do Employees Respond to the CSR Initiatives of their Organizations: Empirical Evidence from Developing Countries

2019 ◽  
Vol 11 (9) ◽  
pp. 2646 ◽  
Author(s):  
Mariam Farooq ◽  
Omer Farooq ◽  
Walid Cheffi
Keyword(s):  
Social Exchange ◽  
Turnover Intention ◽  
Turnover Intentions ◽  
Organizational Trust ◽  
Future Research ◽  
Policy Makers ◽  
The Social ◽  
Different Types ◽  
New Perspective ◽  
Corporate Social

This research presents a new perspective of social exchange to explain the employee responses to corporate social responsibility (CSR) activities of their organizations. In particular, the current study aims to explore the social exchange based mediation mechanism between CSR actions and employee turnover intentions. Considering this theory, we propose that organizational trust is the primary outcome of CSR, which in turn influences the affective organizational commitment (AOC) and reduces the turnover intentions (TOI) of employees. Moreover, we posit that different types of CSR actions have different effects on employees due to their relative importance. To test the suggested research model, we analyzed the data collected on 304 employees working in the Star hotel in South Asia. Results of the study demonstrate the organizational trust to be a mediator between CSR and AOC and that CSR negatively impacts the turnover intentions of employees through the mediation of trust and AOC. Moreover, the results show the relevance of examining the disaggregated effects of different types of CSR actions on employees’ turnover intention. The study concludes with implications for future research and for policy-makers.

scholarly journals Individuals’ Assessment of Corporate Social Performance, Person-Organization Values and Goals Fit, Job Satisfaction and Turnover Intentions

2017 ◽  
Vol 72 (2) ◽  
pp. 322-344 ◽  
Author(s):  
Sarah Hudson ◽  
Douglas Bryson ◽  
Marco Michelotti
Keyword(s):  
Job Satisfaction ◽  
Turnover Intention ◽  
Turnover Intentions ◽  
Corporate Social Performance ◽  
Social Performance ◽  
Empirical Studies ◽  
Employee Outcomes ◽  
Institutional Perspective ◽  
Micro Level ◽  
Corporate Social

Recent research in the domain of corporate social responsibility (CSR) has underlined the importance of moving away from an institutional perspective of CSR towards research at the micro-level. Such calls have insisted on the necessity of a developing a deeper, and more nuanced understanding of its impacts and mechanisms at the individual level. This paper addresses this issue by focusing on the nexus between how employees judge their companies’ actual CSR performance and how that judgement can affect individual, micro-level outcomes such as job satisfaction and turnover intentions. We study this by a consideration of how perceived fit between employees and their organization mediates the relationship between perceived corporate social performance (CSP) on the one hand, and job satisfaction and turnover intentions on the other.While there is a notion, commonly embraced in the literature, that corporate social performance can have beneficial effects on individual employee outcomes, there have not been many empirical studies looking into the mechanisms by which this occurs. Through a survey of 317 young employees from differing company sizes and sectors in Europe and Asia, we find that positive assessment of CSP does not have a direct influence on job satisfaction and turnover intention, but is mediated by person-organization fit. The latter, in turn, has a positive effect on job satisfaction and reduced turnover intention.The implications of these findings are that the achievement of efficient and effective performance in social and environmental terms reinforces the perception of employees that their values fit with those of the organization. This process then creates value in terms of increased job satisfaction and reduced employee turnover intentions. We note also that simply improving CSPobjectively, without involving and raising awareness among employees, will not necessarily lead to improved perceptions of how the employee fits within the organization and the potential positive knock-on employee outcomes.

The effects of authentic leadership on turnover intention

2015 ◽  
Vol 36 (8) ◽  
pp. 955-971 ◽  
Author(s):  
Garazi Azanza ◽  
Juan A. Moriano ◽  
Fernando Molero ◽  
Jean-Pierre Lévy Mangin
Keyword(s):  
Work Engagement ◽  
Turnover Intention ◽  
Structural Equation ◽  
Authentic Leadership ◽  
Turnover Intentions ◽  
Work Group ◽  
Group Identification ◽  
Equation Modeling ◽  
Content Type ◽  
Positive Effects

Purpose – The purpose of this paper is to examine the relationship between employees’ perception of authentic leadership and their turnover intention as mediated by employees’ work-group identification (WID) and work engagement. Design/methodology/approach – Structural equation modeling was used to analyze the data from 623 Spanish employees. Findings – Results show that authentic leadership has a negative effect on turnover intention and positive effects on work engagement and WID. The direct relationship between authentic leadership and turnover intention was found to be partially mediated by employees’ work engagement. Practical implications – One of the strongest implications that may be drawn from this study is that authentic leaders can influence employees’ turnover intentions by positively enhancing their engagement. Thus, the study highlights authentic leadership as a key element for retaining valuable employees through the promotion of employees’ work engagement. Originality/value – To the authors’ knowledge, this study is the first to analyze the association between authentic leadership and turnover intention and the meditational effect of work engagement and WID.

scholarly journals The Relationship between Transformational Leadership, Organizational Commitment, Work Stress, and Turnover Intentions of Nurse at Private Hospital in Indonesia

2020 ◽  
Vol 8 (E) ◽  
pp. 551-557
Author(s):  
Rindu Rindu ◽  
Syukri Lukman ◽  
Hardisman Hardisman ◽  
Muhammad Hafizurrachman ◽  
Adang Bachtiar
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Work Stress ◽  
Turnover Intention ◽  
Private Hospital ◽  
Turnover Intentions ◽  
Negative Influence ◽  
Positive Influence ◽  
Nurse Turnover ◽  
The Relationship

AIM: This study aimed to examine the relationship between transformational leadership, organizational commitment, work stress, and turnover intentions of Nurse at Private Hospital in Indonesia. METHODS: A quantitative cross-sectional research design was adopted, consist of 97 Nurses. This study used a Confirmatory Factor Analysis, Structural Equation Modeling using PLS-SEM approach to analyze the data. RESULTS: The results showed that there is a positive influence on transformational leadership on organizational commitment. The better transformational leadership, the higher the organizational commitment of nurses. There is a negative influence on transformational leadership on work stress. The better transformational leadership, the lower the work stress of nurses. There is a negative influence on organizational commitment to turnover intentions. The higher the nurse’s organizational commitment, the lower the nurse turnover intention. There is a positive influence on work stress to turnover intentions. The higher the nurse’s work stress, the higher the the nurse turnover intention. Another outcome discovered was that indirect influence of leadership through commitment and work stress is greater than direct influence, transformational leadership directly influenced organization commitment, and work stress but was not significantly related to turnover intentions. CONCLUSION: Researcher suggests that leadership roles in building commitment and helping to manage the work stress of nurses are needed.

Sign in / Sign up

Export Citation Format

Share Document