Configurational paths of employee reactions to corporate social responsibility: An organizational justice perspective

2020 ◽  
Author(s):  
Li‐Fei Chen ◽  
Donna Larissa Khuangga
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Organizational Justice ◽  
Employee Reactions ◽  
Corporate Social

Employee reactions to corporate social responsibility: an organizational justice framework

2006 ◽  
Vol 27 (4) ◽  
pp. 537-543 ◽  
Author(s):  
Deborah E. Rupp ◽  
Jyoti Ganapathi ◽  
Ruth V. Aguilera ◽  
Cynthia A. Williams
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Organizational Justice ◽  
Employee Reactions ◽  
Corporate Social

Causal Attributions and Employee Reactions to Corporate Social Responsibility

2013 ◽  
Vol 6 (4) ◽  
pp. 334-337 ◽  
Author(s):  
Pavlos A. Vlachos ◽  
Olga Epitropaki ◽  
Nikolaos G. Panagopoulos ◽  
Adam A. Rapp
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Causal Attributions ◽  
Employee Reactions ◽  
Corporate Social

scholarly journals Organizational Justice, Behavioral Ethics, and Corporate Social Responsibility: Finally the Three Shall Merge

2015 ◽  
Vol 11 (1) ◽  
pp. 15-24 ◽  
Author(s):  
Deborah E. Rupp ◽  
Patrick M. Wright ◽  
Samuel Aryee ◽  
Yadong Luo
Keyword(s):  
Corporate Social Responsibility ◽  
Social Change ◽  
Social Responsibility ◽  
Organizational Behavior ◽  
Organizational Justice ◽  
Moral Behavior ◽  
Social Structures ◽  
Behavioral Ethics ◽  
Power Differentials ◽  
Corporate Social

Issues of ethics, justice, and social responsibility are as fundamental to organizational behavior as they are to society at large. As contracts are forged, individuals employed, and power differentials created, opportunities for exploitation, oppression, and victimization emerge. In contrast, as social structures evolve, coordinated opportunities arise for imparting positive social change at the community, environmental, and societal levels. Inherent to all of these phenomena is the application of norms surrounding moral behavior. Norms about what is considered fair and ethical underlie how individuals perceive and evaluate the behaviors and decisions of others; how groups and societies define acceptable behavior; and how individuals, groups, and societies evaluate the decisions and actions of organizations. In addition to defining standards, these norms also drive the reactions (or sanctions) against those who violate them.

The Influence of Corporate Social Responsibility on Incumbent Employees: A Meta-Analytic Investigation of the Mediating and Moderating Mechanisms

2020 ◽  
pp. 014920632094610 ◽  
Author(s):  
Xiaoping Zhao ◽  
Chuang Wu ◽  
Chao C. Chen ◽  
Zucheng Zhou
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Organizational Justice ◽  
Organizational Identification ◽  
Organizational Trust ◽  
Equation Modeling ◽  
Significant Heterogeneity ◽  
Mediating Mechanisms ◽  
Corporate Social ◽  
Mediation Models

This article reviews 86 studies and uses meta-analytical methods to investigate how perceived corporate social responsibility (CSR) impacts employee attitudes and behaviors and to identify the mediating mechanisms and boundary conditions. An initial review of this body of research finds a multitude of mediators but a limited focus on CSR typology as a potential moderator. Drawing upon social exchange theory, we develop and test two multivariate mediation models to integrate and synthesize three most-studied mediating mechanisms: organizational justice, organizational trust, and organizational identification. Meta-analyses find that while all three mechanisms within the parallel mediation model are equally significant in mediating the effect of perceived CSR on organizational commitment and job satisfaction, organizational identification is superior to organizational justice and organizational trust in mediating the effect of CSR perceptions on organizational citizenship behavior (OCB) and turnover intention. It is also found that although both mediation models adequately represent the accumulated empirical data, the sequential model is statistically superior to the parallel model. Although meta–structural equation modeling analyses reveal minimal differences between the broadly defined internal and external CSR perceptions, significant heterogeneity exists between perceived CSR and the outcome variables. The additional analyses suggest that significant differences exist between more specific stakeholder CSR types. In summary, this article extends our understanding of how employees perceive and respond to CSR through multiple sociopsychological mechanisms in additive and sequential fashions and how such responses could differ depending on the specific stakeholder subgroups targeted by CSR. Theoretical contributions and future research directions are also discussed.

scholarly journals Employees’ Perception of Corporate Social Responsibility Impact on Employee Outcomes: Mediating Role of Organizational Justice for Small and Medium Enterprises (SMEs)

2018 ◽  
Vol 10 (7) ◽  
pp. 2429 ◽  
Author(s):  
Muddassar Sarfraz ◽  
Wang Qun ◽  
Muhammad Abdullah ◽  
Adnan Alvi
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Organizational Justice ◽  
Employee Perception ◽  
Employee Outcomes ◽  
Business World ◽  
Mediating Role ◽  
Corporate Social ◽  
The Relationship

Corporate social responsibility is emerging topic in the modern business world. Employees are vital assets for any organization. Corporate Social Responsibility practices have a significant influence on employee’s performance. The study aimed to investigate the relationship between employee perception of corporate social responsibility (CSR) and employee’s outcome in Pakistan for SMEs. Additionally, it examined the relationship of Employee’ Perception of CSR as an independent variable. Further, this study considers mediating role of organizational justice between employee’s perception of CSR and employee’ outcomes. The quantitative method was used to collect data from 300 SME’s. Hypotheses were tested by using statistical software (SPSS). Correlation analysis shows the significant relationship between variables, i.e., employee’s perception of CSR and employee outcomes. Moreover, regression analysis was performed for mediation analysis. The results show that organizational justice partially mediated between employee’s perception of corporate social responsibility and employee’s outcomes. Practical implications were discussed, and future research directions were recommended.

scholarly journals Influence of Corporate Social Responsibility on Organizational Citizenship Behavior through Double Mediation Analysis

2019 ◽  
Vol 7 (2) ◽  
pp. 83-98
Author(s):  
Farah Khan ◽  
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Organizational Justice ◽  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Identification ◽  
Strong Relationship ◽  
Citizenship Behavior ◽  
Corporate Social

Previous literature has examined the direct relationship between the concept of corporate social responsibility & organizational citizenship behavior. Present study is investigating the mediated link between CSR & OCB through organizational justice & organizational identification. Theory of Social exchange & social identity are supporting our study by providing foundations for interpretation that organizational social responsible behavior can influence OCB of employees through justice and their identification perception. Tests applied to the randomly selected data of 212 employees from different organizations of Pakistan. Our findings show fully mediated relationship between CSR & OCB through organizational justice and organizational identification. CSR towards employees has a strong relationship with OCB. The findings in this study will help in enhancing role of CSR for employees OCB

Sign in / Sign up

Export Citation Format

Share Document