Corporate Social Responsibility, Multi-faceted Job-Products, and Employee Outcomes

Journal of Business Ethics 131 (2):319-335 (2015)
  Copy   BIBTEX

Abstract

This paper examines how employees react to their organizations’ corporate social responsibility initiatives. Drawing upon research in internal marketing and psychological contract theories, we argue that employees have multi-faceted job needs and that CSR programs comprise an important means to fulfill developmental and ideological job needs. Based on cluster analysis, we identify three heterogeneous employee segments, Idealists, Enthusiasts, and Indifferents, who vary in their multi-faceted job needs and, consequently, their demand for organizational CSR. We further find that an organization’s CSR programs generate favorable employee-related outcomes, such as job satisfaction and reduction in turnover intention, by fulfilling employees’ ideological and developmental job needs. Finally, we find that CSR proximity strengthens the positive impact of CSR on employee-related outcomes. This research reveals significant employee heterogeneity in their demand for organizational CSR and sheds new light on the underlying mechanisms linking CSR to employee-related outcomes

Links

PhilArchive



    Upload a copy of this work     Papers currently archived: 76,419

External links

Setup an account with your affiliations in order to access resources via your University's proxy server

Through your library

Similar books and articles

Customer And Employee Beliefs About Corporate Responsibility.Carola Hillenbrand & Kevin Money - 2008 - Proceedings of the International Association for Business and Society 19:464-469.
Corporate social responsibility and employee commitment.Rafael Esteban Jane Collier - 2007 - Business Ethics, the Environment and Responsibility 16 (1):19-33.

Analytics

Added to PP
2015-09-03

Downloads
34 (#346,015)

6 months
3 (#227,001)

Historical graph of downloads
How can I increase my downloads?