An examination of the links between corporate social responsibility (CSR) and its internal consequences

By Hyelin Kim, Yinyoung Rhou, Muzaffer Uysal, Nakyung Kwon. 2017

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Effects of High-Performance Work Systems (HPWS) on Hospitality Employees’ Outcomes through Their Organizational Commitment, Motivation, and Job Satisfaction (2021, background): “ship behaviors [22] and higher levels of performance [70], highlighting its importance in hospitality management.”
Do hotel employees really care for corporate social responsibility (CSR): a happiness approach to employee innovativeness (2021, background): “The economic aspect of instrumental CSR from the hotel viewpoint comprises rational employment policies and support services for employees’ families (Hyelin Lina Kim et al., 2017).”
Effects of tourism CSR on employee psychological capital in the COVID-19 crisis: from the perspective of conservation of resources theory (2020, background): “However, more scholars are finding that CSR has a significant impact on individuals and can be regarded as an informal human resource management measure (De Roeck & Farooq, 2017; Kim et al., 2017; Luu, 2017; Su & Swanson, 2019).”
A multilevel investigation of the link between ethical leadership behaviour and employees green behaviour in the hospitality industry (2021, background): “Several studies indicated that employees’ perceptions of CSR at the team levels has a significant influence on their organisational identification, organisational citizenship behaviour, and engagement at the individual levels (De Roecket al., 2016; Kim et al., 2017; Lin et al., 2010; Tian and Robert”