Corporate Citizenship and Employee Outcomes: Does a High-Commitment Work System Matter?

Lin, Yi-Ting; Liu, Nien-Chi

doi:10.1007/s10551-017-3632-1

Cited by 20 publications

(21 citation statements)

References 98 publications

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“…For instance, Hedberg et al (2003)'s study in Swedish companies revealed that stakeholders such as employees, managers, suppliers, who were without adequate knowledge of CSR, became better informed about CSR upon managements' adoption of the GRI tool for CSR reporting. The application of the GRI tool helps stakeholders to be aware of requirements and how they can contribute to CSR reporting (Hedberg et al, 2003), as well as increasing their understanding of CSR practices (Lin et al, 2019;Traxler et al, 2018). The role of civil regulation (or civil society groups) is very crucial to the CSR process.…”

Section: Organisational Learningmentioning

confidence: 99%

Review of the Use of Corporate Social Responsibility (CSR) Tools

Olanipekun

Omotayo

Saka

2021

Sustainable Production and Consumption

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Section: Organisational Learningmentioning

confidence: 99%

Review of the Use of Corporate Social Responsibility (CSR) Tools

Olanipekun

Omotayo

Saka

2021

Sustainable Production and Consumption

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“…Recognizing employee contributions is an investment in the value obtained from the relationship and outcome of the social exchange. Social exchange means organizations provide employment, and the employees do whatever it takes to meet the organization's goals, mission, and vision (Gerpott et al, 2019;He et al, 2019;Lin & Liu, 2019).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Subsequent research findings linked employee satisfaction, motivation, productivity, and teamwork to the social exchange theory, substantiating the need for recognition and rewards (Emerson, 1976). In the past decade, researchers added to the literature by linking all employee traits and contributions to the success of organizations (Gerpott et al, 2019;He et al, 2019;Lin & Liu, 2019). While the focus of performance evaluations has been on organizational success, a focus on employee success is necessary.…”

Section: Introductionmentioning

confidence: 99%

Exploring Updates to Performance Evaluation Terminology

Conzelmann

2021

BEL

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The goal of this research was to obtain feedback and perspectives from human resource experts regarding the applicability of a newly created performance evaluation document. Reviewed literature includes sources indicating the documentation for employee performance evaluations have not been revised in decades. No recent literature was found regarding updating performance evaluations. Through an exploratory case study, human resource experts helped discern the need to update performance evaluation documents, including the 11 most recognized organizational citizenship behaviors. Purposive and snowball participant selection comprised five qualifying human resources subject matter experts representing healthcare, business, retail, manufacturing, and education from various cities in the United States. Findings revealed the need for organizations to update performance evaluations from the current antiquated and generic documents that only measure basic job-task performance. The outcome was agreement that human resource leaders should update their performance evaluation document to Exhibit B. Results empirically confirmed human resource leaders would support an updated performance evaluation document, substantiating my argument that the newly created performance evaluation document would be beneficial to everyone by fully recognizing and measuring the value of all employee contributions in the workplace.

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“…Employees define inclusion as a member of organization by the amount of recognition and rewards received for OCB: being a team-player, showing flexibility, motivation, and socially acceptable and ethical behaviors (Conzelmann, 2020; Martí-Vilar et al, 2019; Way et al, 2018). Organizational growth also depends on several specific elements: leadership focus, altruistic employee contributions, culture, and organizational structure (Hesselbein et al, 1997;Lin & Liu, 2019), in addition to promotions, raises, and identification in succession processes. Employees are more satisfied and productive when receiving recognition for contributions, not only as part of completing job tasks, but also for going above and beyond.…”

Section: Literature Reviewmentioning

confidence: 99%

Document Review: Journal Articles, Performance Evaluations, and Organizational Citizenship Terminology

Conzelmann

2020

BEL

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The purpose of conducting the document analysis was to visually compare various performance review documents with topical literature noting the exclusion of language that identifies and measures organizational citizenship behaviors among employees informal performance evaluation processes. A document analysis consisted of reviewing 56 publicly accessible, recent, and random performance review documents and 30 peer-reviewed journal articles identifying terms related to organizational citizenship behaviors. The expectation was to support the argument that most publicly accessible organizational performance evaluation documents exclude any significant terms related to organizational citizenship behaviors exhibited by employees. Findings from the document review supported the research inquiry of exclusion of terms listed in historical literature generally related to organizational citizenship behaviors in current performance evaluations. The inclusion of terms related to organizational citizenship behaviors in literature was extremely high. Emerson’s social exchange theory provided the theoretical foundation for the research. Podsakoff’s organizational citizenship behavior research was the principal impetus for comparison of performance evaluations and current literature, focusing on related terms for organizational citizenship behaviors in the workplace. Implications are that the belief and feeling of employee value, as based on formal performance evaluations, requires organizational leaders to provide a document worthy of measuring all aspects of expected and unexpected work behaviors. This paper addresses a need for organizational leaders to revise formal performance evaluation documents to ensure altruistically and above and beyond citizenship behavior terms from the literature are also part of the reward and recognition process. Changes in the formal performance evaluation process are necessary for future organizational success. Keywords: Altruism; Organizational Citizenship Behaviors; Performance Evaluations; Recognition and Rewards; Social Exchange Theory.

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Corporate Citizenship and Employee Outcomes: Does a High-Commitment Work System Matter?

Cited by 20 publications

References 98 publications

Review of the Use of Corporate Social Responsibility (CSR) Tools

Review of the Use of Corporate Social Responsibility (CSR) Tools

Exploring Updates to Performance Evaluation Terminology

Document Review: Journal Articles, Performance Evaluations, and Organizational Citizenship Terminology

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