2019
DOI: 10.1108/pr-08-2018-0288
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Consequences of corporate social responsibility on employees

Abstract: Purpose The purpose of this paper is to draw on affect social exchange theory and related literature to develop and test a research model linking employees’ perception of corporate social responsibility (CSR) to their outcomes [performance and organisational pride (ORP)] with moderating variables: perceived work motivation patterns (autonomous and controlled motivation) to sustain firm’s operations through their employees. Design/methodology/approach The authors used Ghana as a case for this study due to rec… Show more

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Cited by 16 publications
(24 citation statements)
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“…When viewed microscopically through a holistic lens, the above finding endorses that CSR has more affinity with employees' higher‐order needs, viz. relational needs (belongingness, affiliation, esteem) and moral needs (care for others, meaningfulness, transcendence) than the physiological needs for money, safety, and control (Asante Boadi et al, 2019; Bauman & Skitca, 2012; Gond et al, 2017).…”
Section: Discussionmentioning
confidence: 99%
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“…When viewed microscopically through a holistic lens, the above finding endorses that CSR has more affinity with employees' higher‐order needs, viz. relational needs (belongingness, affiliation, esteem) and moral needs (care for others, meaningfulness, transcendence) than the physiological needs for money, safety, and control (Asante Boadi et al, 2019; Bauman & Skitca, 2012; Gond et al, 2017).…”
Section: Discussionmentioning
confidence: 99%
“…Social identity theory instituted by Tajfel and Turner (1979) is the most widely used framework in the micro‐CSR literature (Gond et al, 2017). It posits that employees develop a sense of belongingness, value‐fit, self‐worth, and pride in associating themselves with respected organizations (Asante Boadi et al, 2019; Ashforth & Mael, 1989; Greening & Turban, 2000; Peterson, 2004; Rupp et al, 2006). This philosophy elucidates the role of CSR in boosting company's perceived image and reputation among the stakeholders (Bravo et al, 2017; Fatma et al, 2019; Maden et al, 2012; Marin et al, 2009; McWilliams & Siegel, 2001; Rodrigo et al, 2019), which in turn engenders favorable employee attitudes and behaviors (Gond et al, 2017; Manimegalai & Baral, 2018; Santhosh & Baral, 2015).…”
Section: Theoretical Background and Hypothesesmentioning
confidence: 99%
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“…Prior studies have well emphasized the role of employees in achieving an organization’s CSR objectives [ 17 , 19 , 50 ]. The literature depicts that institutions can impact their employees’ understanding of CSR-related programs through drafting clear rules and policies [ 68 , 69 , 70 ]. Now corporate and visionary leaders are persuaded to ensure that their organization adheres to social norms, which require accountability at both the individual and organization levels [ 71 ].…”
Section: Theory and Hypothesesmentioning
confidence: 99%
“…This apart, the positive perception of employees about their organization's CSRI might have a significant favourable impact on their perceived pride and satisfaction. We support scholars like Asante Boadi et al (2020) by projecting EB and OI as "intermediating constructs" in this process (p. 234). Combining all the hypotheses, we propose the following:…”
Section: Organizational Identificationmentioning
confidence: 59%