Corporate Social Responsibility and Hotel Employees’ Organizational Citizenship Behavior: The Roles of Organizational Pride and Meaningfulness of Work

Youn, Hyewon; Kim, Jong‐Hyeong

doi:10.3390/su14042428

Cited by 28 publications

(22 citation statements)

References 69 publications

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“…Having a strong perception of the organizations CSR activities will contribute to the experience that the organization has values that are useful and worth identifying with, and through that the employees experience a sense of belonging and meaningful co-existence. Recent studies support the positive relationship between CSR and the experience of meaningfulness at work ( Chaudhary, 2020 ; Youn and Kim, 2022 ). Accordingly, we posit the following hypothesis;…”

Section: Theory and Hypothesismentioning

confidence: 94%

Organizational democracy and meaningful work: The mediating role of employees corporate social responsibility perceptions

Svendsen

Jønsson

2022

Front. Psychol.

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Meaningful work is an important field of research, relating to both organizational outcomes and employee welfare. Organizational democracy has been theoretically proposed as an important antecedent to meaningful work. Nevertheless, this relationship is yet to be empirically explored. Thus, the objective of the current research is to explore the relationship between organizational democracy and meaningful work. We used structural equation modeling with self-reported, cross-sectional data from different nations and industries to test a mediation model in which corporate social responsibility (CSR) perceptions mediate the positive relationship between organizational democracy and meaningful work. Our findings confirmed that CSR perceptions partially mediate in the relationship between organizational democracy and meaningful work. Thus, based on our findings we can conclude that organizational democracy can play a direct role in increasing the experience of meaningful work, but also an indirect role trough the employees experience of CSR. Our findings have theoretical implications by adding to the classical theoretical literature that connect organizational democracy and meaningful work, and by disentangling the role of CSR perceptions in this relationship. Moreover, our findings have practical implications as our results give important knowledge to managers and organizational stakeholders that wish to increase the experience of meaningful work in organizations.

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Section: Theory and Hypothesismentioning

confidence: 94%

Organizational democracy and meaningful work: The mediating role of employees corporate social responsibility perceptions

Svendsen

Jønsson

2022

Front. Psychol.

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“…Moreover, although we conducted several tests to rule out common method bias, this study employed a self-report survey method. The study also did not control for potential endogeneity issues that could find a reverse effect for employees' AOC and the influence on their perception of CSR [82]. Future studies could verify the findings by using data from multiple sources (e.g., from supervisors), using data collected at different times, and also using objective data.…”

Section: Limitations and Future Researchmentioning

confidence: 95%

When Does CSR Fail to Incentive Employees’ Affective Organizational Commitment? Exploring the Moderating Effects Based on the C-S-R Concerns Model

Zhang

Ding

2022

Sustainability

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Corporate social responsibility (CSR) is a strategy employed to engage stakeholders. Prior studies explored the different mechanisms by which employees, as one of an organization’s biggest stakeholder groups, positively respond to organizational CSR behavior. However, limited attention has been paid to the conditional boundaries when employees’ positive responses are stronger or weaker, overlooking the possibility that sometimes CSR fails to obtain employees’ support. The study employed the “C-S-R concerns” model to systematically investigate how caring-based (i.e., moral identity), self-based (i.e., corporate ability), and relational-based (i.e., importance of CSR) factors moderate the relationship between perceived CSR (PCSR) and affective organizational commitment (AOC). Using data collected from 326 employees in the Chinese high-tech industry, we found that the positive effects of employees’ PCSR on their AOC becomes negative when employees have higher levels of moral identity, when their organizations are perceived as having greater ability, and when CSR is perceived as more important to the success of their organization. The findings advance our understanding of the inconclusive impacts of CSR on firm performance by providing micro-level evidence from employees. This also provides practical implications for managers about how to select employees, set CSR strategies and cultivate organizational cultures.

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“…The positive relationship between employees’ social responsibility and their own behavior becomes stronger when leaders motivate frontline employees to serve customers. Furthermore, when frontline employees are satisfied with their jobs, the relationship between responsibility, self-esteem, and their own behavior is strengthened [ 21 , 22 ]. Lau [ 23 ] found that teachers who perceived the principal’s trust had higher task performance and organizational citizenship behavior, and organizational self-esteem played a positive moderating role between perceived trust and organizational citizenship behavior and task performance.…”

Section: Relevant Theoretical Basismentioning

confidence: 99%

Analysis of the Mediating Role of Psychological Empowerment between Perceived Leader Trust and Employee Work Performance

Liu¹,

Ren²

2022

IJERPH

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High levels of trust between employees and leaders moderate the relationship between organizational management practices. A collaborative environment encourages employees to have more Psychological Empowerment, which in turn leads to better performance. Based on Intrinsic Work Motivation and Self-Evaluation, this paper uses Perceived Leader Trust as an independent variable, Employee Work Performance as a dependent variable, and introduces Psychological Empowerment to explore the internal mechanism of perceived trust. This paper proposes a total of 28 hypotheses, and 25 hypotheses have been verified. The specific research conclusions are as follows: (1) Perceived Leader Trust has a positive impact on Employee Work Performance. (2) Perceived Leader Trust positively affects employees’ Psychological Empowerment. Perceived Leader Dependence has a significant impact on all dimensions of Psychological Empowerment, but the relationship between Perceived Information Disclosure and Work Meaning is not significant. (3) Psychological Empowerment is positively correlated with Employee Work Performance, in which the four dimensions of Psychological Empowerment are significantly related to Employee Task Performance, while Work Meaning and Autonomy are not significantly related to Employee Relationship Performance. (4) Psychological Empowerment, as the overall perception of employees, plays a partial mediating role between Perceived Leader Trust and Employee Work Performance. This paper verifies the role of Psychological Empowerment between Perceived Leader Trust and Employee Work Performance, and explores the internal mechanism of Perceived Leader Trust from the perspective of employees’ Intrinsic Work Motivation, which promotes the development of organizational management practices.

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Corporate Social Responsibility and Hotel Employees’ Organizational Citizenship Behavior: The Roles of Organizational Pride and Meaningfulness of Work

Cited by 28 publications

References 69 publications

Organizational democracy and meaningful work: The mediating role of employees corporate social responsibility perceptions

Organizational democracy and meaningful work: The mediating role of employees corporate social responsibility perceptions

When Does CSR Fail to Incentive Employees’ Affective Organizational Commitment? Exploring the Moderating Effects Based on the C-S-R Concerns Model

Analysis of the Mediating Role of Psychological Empowerment between Perceived Leader Trust and Employee Work Performance

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