Corporate social responsibility (CSR) and its internal consequences on job performance

Abstract

Purpose The purpose of this study is to investigate the role of corporate ethical values on the relationship between corporate social responsibility (CSR) and work-related outcomes (organizational commitment (OC), organizational citizenship behavior (OCB) and in-role job performance) in the case of a Greek port logistics management services organization. Design/methodology/approach The field research was carried out by using a structured questionnaire, which was based on empirically validated scales. Employees’ perception of CSR was measured by two dimensions (i.e. social, environmental). Findings Statistical analysis (PLS-SEM) confirms the conceptual framework of the study. More specifically, results revealed the association of both CSR dimensions with CEV and OCB. However, CEV proved to act as a full mediating variable between CSR and OC. Thus, CSR impact on OC is realized only through the development of concrete corporate ethical values. Similarly, CEV influences in role job performance, only through OC and OCB. Research limitations/implications This study is cross-sectional; thus, causality of the relationships under investigation cannot be justified. The cultural context should also be considered, as field research was conducted in a Greek port logistics organization, at a country suffering from deep financial recession. Originality/value Discussion of the importance of corporate ethical values and the underlying mechanisms of organizational policies and practices guiding CSR impact on crucial job-related outcomes.

Revisiting the relationship between corporate social responsibility and organizational performance: The mediating role of team outcomes

“…SIT points that social activities undertaken by the organizations make the employee feel proud of their organization, provide them with a sense of belonging, and build a sense of commitment (Gupta, ; Newman et al, ). CSR for employees contributes to an improvement of employee commitment (Mensah, Agyapong, & Nuertey, ) because it makes work more enjoyable and because employees develop greater pride in their organization (Trivellas, Rafailidis, Polychroniou, & Dekoulou, ). Thus, promoting socially responsible values consequently increases the commitment of employees (De Roeck, Marique, Stinglhamber, & Swaen, ; Hofman & Newman, ; Turker, ).…”

Impact of corporate social responsibility practices on employee commitment

“…It could also post a health and safety risk; increase in workplace accidents due to insufficient training and experience and increased workload of remaining team members can lead to fatigue and stress (Amponsah-Tawiah & Mensah 2016;Catano & Morrow Hines 2016;Farooq M et al, 2019). Moreover, in a competitive economic environment, losing your professional staff to other competitors in the industry can be detrimental (Chidyamakono 2010;Trivellas et al, 2019).…”

“…With regard to internal CSR Al-bdour (2010) identified several sections of the UN convention on Human Rights, child labour, forced labour, health and safety, free association and collective bargaining, discrimination, disciplinary practices, working hours and compensation.Strong link between CSR practices and employee retention can be expected if the CSR initiatives are impacting the employees directly -internal CSR. Some of those practices are employment conditions, health and safety, training and education, diversity and equal opportunities, and the human rights at the workplace(Farooq et al, 2019;Trivellas et al, 2019;Eweje & Bentley 2006;). Longo et al (2005) proposed the grid of values model that provides an in-depth explanation of internal CSR in the organisation.…”

The Green Marketing Strategy in Selected Lubricant Sector in the Kingdom of Saudi Arabia and Its Implications to Corporate Organizational Growth

“…Environment issues pushed into the limelight where corporation is now looking for change sustainable. There are two crucial elements which play a vital role in corporate social responsibilities such as accountability and transparency (Trivellas, 2019).…”