Corporate social responsibility as a source of employee satisfaction

By Christopher W Bauman, Linda J. Skitka. 2012

535 citations recorded by the source corpus.

Corporate social responsibility has received an increasing amount of attention from practitioners and scholars alike in recent years. However, very little is known about whether or how corporate social responsibility affects employees. Because employees are primary stakeholders who directly contribute to the success of the company, understanding employee reactions to corporate social responsibility may help answer lingering questions about the potential effects of corporate social responsibility on firms as well as illuminate some of the processes responsible for them. To begin our chapter, we provide a brief history of scholarship on corporate social responsibility and highlight some of the major challenges researchers in this area currently face. We then discuss why corporate social responsibility may represent a special opportunity to influence employees’ general impression of their company. Next, we identify four distinct paths through which corporate social responsibility may affect employees’ relationship with their company that correspond to four universal psychological needs: security, self-esteem, belongingness, and a meaningful existence. Finally, we offer an agenda for micro-level research on corporate social responsibility. # 2012 Elsevier Ltd. All rights reserved.

Subfields: Information Systems and Management, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/7bd795bc71e76c30447aa4195fd63da0bec7b40a

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Citations in the corpus

Green HRM and psychological safety: how transformational leadership drives follower’s job satisfaction (2020, background): “…(Doucet et al., 2015), and followers think that moral organizations do not backstab therefore it increases followers psychological safety (Bauman & Skitka, 2012; Kelloway et al., 2006) which is an important mediator between supervision and creative resolution of issues (Carmeli et al.,…”
Corporate Sustainability and Stock Returns: Evidence from Employee Satisfaction (2020, unknown): “Bauman and Skitka (2012) points out that most studies on ESG and employee satisfaction are done through survey and small-scale data, noting employee level data is hard to obtain and is the likely source of paucity of ESG research on employees.”
When corporate social responsibility (CSR) increases performance: exploring the role of intrinsic and extrinsic CSR attribution (2015, background): “In fact, individuals evaluate organizations the same way they do people (Davies et al. 2003), meaning that interpretations of their motives and intentions help individuals evaluate their ability and morality (Sen & Bhattacharya 2001; Bauman & Skitka 2012).”
Employees’ Perceptions of Corporate Social Responsibility and Job Performance: A Sequential Mediation Model (2016, background): “CSR has drawn increasing attention from scholars, however, the effects that organizations’ CSR efforts have on their members have remained somewhat understudied [1,15].”
Do employees value strategic CSR? A tale of affective organizational commitment and its underlying mechanisms (2019, background): “…embedded into the company’s mission, goals, and overall business model so they address priority stakeholders’ demands, in employ‐ ees’ eyes the work performed can become an extension of the firm’s contribution to society (Aguinis & Glavas, in press; Bauman & Skitka, 2012; Glavas & Kelley, 2014).”
Moral Character in Person Perception (2015, methodology): “Building upon this prior research (see also Bauman & Skitka, 2012; Cottrell, Neuberg, & Li, 2007), my colleagues and I aimed to assess in a comprehensive way whether morality or warmth more strongly determines how impressions of other individuals are formed, using a rich variety of both moral…”
On Corporate Social Responsibility, Sensemaking, and the Search for Meaningfulness Through Work (2019, methodology): “To minimize confusion, we define CSR explicitly following Aguinis (2011) and also as adopted by others (e.g., Bauman & Skitka, 2012; El Akremi, Gond, Swaen, De Roeck, & Igalens, 2018; Rupp, 2011; Rupp, Williams, & Aguilera, 2011): “context-specific organizational actions and policies that take into…”
Moral character predominates in person perception and evaluation. (2014, background): “Brambilla et al.’s result squares directly with our own theorizing, and is the most direct existing evidence in support of it (see also Bauman & Skitka, 2012, for a statement of the distinction between morality and sociability).”
An organizational ethic of care and employee involvement in sustainability-related behaviors: A social identity perspective (2017, background): “…reassuring employee concerns regarding safety and security, b) providing positive distinctiveness and enhanced social identity, c) symbolizing commitment to important values and engendering a sense of belongingness, and d) adding meaning and a sense of purpose at work (Bauman & Skitka, 2012, p. 3).”