Does perceived corporate social responsibility motivate hotel employees to voice? The role of felt obligation and positive emotions

Liu, Yunshuo; Liu, Shuzhen; Zhang, Qichao; Hu, Lili

doi:10.1016/j.jhtm.2021.06.006

Cited by 41 publications

(28 citation statements)

References 69 publications

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“…Although employees' anticipated positive affect is not directed by sanctions and/or rewards from their company, their supportive behavior originates within themselves, arousing positive emotions for themselves and their jobs (Hu et al, 2019). According to the dual concern theory, anticipated positive affect of individuals is regarded as one type of self-oriented emotional responses, increasing their own life satisfaction, broadening the scope of their attention and building psychological resources which are beneficial for their own growth (Hu et al, 2019;Liu et al, 2021;Vlachos et al, 2014). Also, the notion of the dual concern theory indicates that when support for other colleagues is appraised as good, employees anticipate positive affect, such as pride, happiness, satisfaction and interest, making them positively evaluate the work situation (Liu et al, 2021).…”

Section: Role Of Csr In the Workplacementioning

confidence: 99%

“…According to the dual concern theory, employees generate positive emotions at the workplace when perceiving their company's business operation as meaningful. A company's CSR initiatives lead employees positively appraise their work and their colleagues' duties, enabling employees to expect and generate positive emotions by working with their colleagues for the CSR initiatives (Liu et al, 2021). In addition, if employees perceive that they are favorably treated by their colleagues under the CSR IJCHM 34,10 initiatives, they are more likely to take initiatives to repay their colleagues and company to get social benefits, such as positive feelings .…”

Section: Role Of Csr In the Workplacementioning

confidence: 99%

“…The dual concern theory is based on the notion that other-oriented factors lead employees to become more responsible for other colleagues, reflecting employees' internal motivation (Kim and Koo, 2020). Accordingly, when employees believe that they are responsible for other colleagues due to empathetic concern, they are motivated to look more for meaningful ways to enhance their positive perceptions in the workplace, including psychological well-being and job satisfaction (Liu et al, 2021). Hence: H3-1.…”

Section: Role Of Csr In the Workplacementioning

confidence: 99%

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From teamwork to psychological well-being and job performance: the role of CSR in the workplace

Kim

Kim²,

Koo³

2022

IJCHM

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Purpose Although the positive impact of corporate social responsibility (CSR) initiatives on personal and organizational outcomes has been studied in the fields of human resource management and the hospitality industry, scholars in these fields still consider CSR as a promising area with potential. Drawing upon the dual concern and the attribution theories, this study aims to identify three stages of formations from teamwork with colleagues and personal benefits to organizational benefits from social responsibilities of hospitality companies via an integrated research model. Design/methodology/approach With the data collected from 324 frontline employees in hospitality enterprises in South Korea, this study empirically investigated the interrelationship to predict frontline employees’ job performance. Findings The empirical results from structural equation modeling indicated that perceived management support for CSR and perceived colleague support for CSR had significant influence on empathetic concern for colleague and anticipated positive affect, separately. Also, empathetic concern significantly affected psychological well-being and job satisfaction, while an anticipated positive affect significantly influenced job satisfaction. Finally, psychological well-being and job satisfaction had a significant impact on job performance. Practical implications This study provides several managerial implications for maximizing the effectiveness of hospitality companies’ CSR practices, enhancing frontline employees’ psychological well-being, job satisfaction and job performance. Originality/value Based on the empirical findings, this study provided meaningful theoretical and managerial implications to maximize the effectiveness of CSR initiatives and maximize frontline employees’ job performance in the hospitality industry.

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Section: Role Of Csr In the Workplacementioning

confidence: 99%

Section: Role Of Csr In the Workplacementioning

confidence: 99%

Section: Role Of Csr In the Workplacementioning

confidence: 99%

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From teamwork to psychological well-being and job performance: the role of CSR in the workplace

Kim

Kim²,

Koo³

2022

IJCHM

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“…According to the need-satisfaction framework, internal & external CSR collectively foster a sense of belongingness (relational needs), pride/respect/self-esteem (esteem needs), selfactualization (Nazir et al, 2021), and contribution to the greater good (meaningfulness need). Furthermore, psychological needs fulfillment paves the way for positive emotions like happiness, trust, pride, and meaningfulness (Bibi et al, 2022;Liu et al, 2021;Nazir et al, 2021), leading to higher employee satisfaction and loyalty (Al-bdour et al, 2010;Amos & Weathington, 2008;Dhanesh, 2012;Hofman & Newman, 2014;Hsieh & Chan, 2012;Rahman et al, 2016;Soobramoney & Ledimo, 2016;Turker, 2009).…”

Section: Perceived Csr and Work Attitude 'Organizational Commitment'mentioning

confidence: 99%

Synthesizing the affinity between employees' internal‐external CSR perceptions and work outcomes: A meta‐analytic investigation

Aggarwal

Singh

2022

Business Ethics Env & Resp

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This paper contains a meta‐analytic review of 140 research articles and 320 effect sizes to explore how employees' perceptions of internal and external corporate social responsibility (CSR) activities influence an array of work outcomes at three levels (emotional, attitudinal, and behavioral). We aim to discover the underlying psychological and methodological factors affecting this linkage. This study reveals that CSR is more strongly connected with employees' psychological‐emotional reactions (i.e., organizational trust and pride) and work attitude (i.e., organizational commitment) rather than work behavior (i.e., organizational citizenship behavior). Although each type of CSR's association with four work outcomes is positive and significant, wide variance exists in effect sizes reported across studies, warranting a search for substantive moderators. Meta‐regression and subgroup analyses indicate the moderating effects of specific study‐level attributes viz. CSR typology, type of organizational commitment, source & type of organizational citizenship behavior, study design, and other contextual factors. It is found that the CSR‐to‐employee outcome relationship significantly contrasts across industries, regions, and cultures. This paper enriches the extant micro‐CSR literature by emphasizing that CSR can cultivate positive employee sentiments, work attitudes, and behaviors, provided CSR is embedded and integrated innately with sustainable human resource management and core business processes while rising above legal requirements and egocentric motives. Important implications for theorists and managers and potential avenues for future research are conferred in this paper.

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“…"Voice behavior" refers to an extra-role behavior in which employees spontaneously share constructive suggestions with their superiors and point out work problems and decision-making mistakes to improve organizational performance (Ran and Zhou, 2020). The current literature has primarily discussed the driving factors of voice behavior from the internal employee individual and external organizational environment, including social responsibility, personality traits, work values, job satisfaction, organizational justice, and leadership style (Liu et al, 2021). In addition to leadership styles and characteristics, scholars are paying attention to the impact of daily management behaviors such as supervisor helping behavior toward employees (Son, 2019).…”

Section: Introductionmentioning

confidence: 99%

The multilevel influence of supervisor helping behavior on employee voice behavior: A moderated mediation model

Fan

Liu

Liu³

et al. 2022

Front. Psychol.

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Based on conservation of resource theory, this study adopts an experience sampling method to build a cross-hierarchical mode to investigate the internal mechanism between supervisor helping behavior and employee voice behavior. The empirical results from 76 employees’ dynamic data show that the supervisor helping behavior has no significant direct effect on the employee voice behavior; thriving at work plays a mediating role between supervisor helping behavior and employee voice behavior. Psychological availability, as a moderator, not only positively moderates the effect of supervisor helping behavior on thriving at work but also positively moderates the mediation of thriving at work on the relationship between supervisor helping behavior and employee voice behavior. From the dynamic perspective, this study adds to the literature on supervisor helping behavior and employee voice behavior, and it has practical implications on managerial decision-making.

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Does perceived corporate social responsibility motivate hotel employees to voice? The role of felt obligation and positive emotions

Cited by 41 publications

References 69 publications

From teamwork to psychological well-being and job performance: the role of CSR in the workplace

From teamwork to psychological well-being and job performance: the role of CSR in the workplace

Synthesizing the affinity between employees' internal‐external CSR perceptions and work outcomes: A meta‐analytic investigation

The multilevel influence of supervisor helping behavior on employee voice behavior: A moderated mediation model

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