Employees’ Perceptions of Corporate Social Responsibility and Job Performance: A Sequential Mediation Model
By Inyong Shin, Won‐Moo Hur, Seongho Kang. 2016
124 citations recorded by the source corpus.
In spite of the increasing importance of corporate social responsibility (CSR) and employee job performance, little is still known about the links between the socially responsible actions of organizations and the job performance of their members. In order to explain how employees’ perceptions of CSR influence their job performance, this study first examines the relationships between perceived CSR, organizational identification, job satisfaction, and job performance, and then develops a sequential mediation model by fully integrating these links. The results of structural equation modeling analyses conducted for 250 employees at hotels in South Korea offered strong support for the proposed model. We found that perceived CSR was indirectly and positively associated with job performance sequentially mediated first through organizational identification and then job satisfaction. This study theoretically contributes to the CSR literature by revealing the sequential mechanism through which employees’ perceptions of CSR affect their job performance, and offers practical implications by stressing the importance of employees’ perceptions of CSR. Limitations of this study and future research directions are discussed.
Subfields: Marketing, Organizational Behavior and Human Resource Management, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/369272002a5ee153e3128190f28060f0fde55ee3
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Citations in the corpus
- The Impact of Transformational Leadership on Job Performance and CSR as Mediator in SMEs (2019, background): “Specialists from various fields such as management and psychology are currently focusing on the corporate social responsibility perspective at the individual level and recommend that employee behavior and attitude play a pivotal part in renovating CSR into a positive organizational outcome [17].”
- The Relationship Between “Job Satisfaction” and “Job Performance”: A Meta-analysis (2021, unknown): “…0.370 0.191 0.525 3.904 0.000 63 Durrah (Durrah et al., 2016) 0.779 0.693 0.843 10.787 0.000 64 Zhou (H. Zhou et al., 2016) 0.332 0.265 0.395 9.214 0.000 65 Shin (Shin et al., 2016) 0.670 0.595 0.733 12.742 0.000 66 Jain (Jain, 2016) 0.180 0.133 0.226 7.452 0.000 67 Noh (Noh et al., 2015) 0.350…”