Effects of Internal CSR Activities on Social Performance: The Employee Perspective

Abstract

Corporate social responsibility (CSR) continues to receive greater attention in the current business world. Many studies on CSR focus on manufacturing or industrial companies by examining external CSR activities from external stakeholders’ perceptions. However, academic institutions such as higher education institutions (HEIs) remain highly unexplored in the context of internal corporate social responsibility (ICSR). Employees are the most valuable and vital assets for every business organization. Therefore, this study focuses on CSR’s internal dimensions to determine its impact on social performance in HEIs in Ghana. Recognizing the social exchange theory (SET), we specifically examined the effects of five internal CSR dimensions (i.e., health and safety, human rights, training and development, workplace diversity, and work-life balance) on social performance. We used a multi-case approach to assess internal CSR activities in private and public Ghanaian universities. We purposely selected three public universities and one private university because of their varying contexts and academic mandates. We used structured questionnaires to collect data from both teaching and non-teaching staff of the selected universities. Structural equation modeling (SEM) was used to assess the data. We found that health and safety, workplace diversity, and training and development positively and significantly impact social performance. At the same time, human rights and work-life balance have an insignificant effect on social performance. Thus, ICSR practices have a substantial influence on both employees’ and organization’s performance, and hence this study gives important implications for both researchers and practitioners

Socially Responsible Human Resource Management: A Systematic Literature Review and Research Agenda

“…While previous literature in the SRHRM domain has provided valuable insights into different contexts, including service sectors [69], public organizations [91], manufacturing companies [94], and educational institutions [58], there is still insufficient knowledge about the state of SRHRM practices in platform-mediated business organizations. Considering the disruptions that these new online companies brought to the traditional HR functions [135,136], it is thus a crucial area that needs to be addressed by future studies.…”

“…[51]; Shao, Zhou, and Gao[52]; García Mestanza et al[53]; Revuelto-Taboada et al[54]; Sobhani et al[55]; Koinig and Weder[56]; He and Kim[57]; Adu-Gyamfi et al[58];Chang et al[59] Shen and Jiuhua Zhu[21]; D'Cruz and Noronha[60]; Parkes and Davis[61]; Newman et al[62]; Mory et al[63]; Barrena-Martínez et al[64]; Richards and Sang[65] Tongo[66]; Shen and Zhang[67]; Heikkinen et al[26]; Zhang et al[68]; Zhao et al[69] Barrena-Martinez et al[70]; Lombardi et al[71]; Sorribes et al[72]; Gangi et al[73] …”

The Mediating Effects of Work–Life Balance (WLB) and Ease of Using WLB Programs in the Relationship between WLB Organizational Culture and Turnover Intention

“…Consequently, culinary staff members are taking unpaid leave or being laid off. An organization that cares for the needs and well-being of employees will have employees that are self-motivated, satisfied with their work, and comfortable in their work environment [ 14 ]. In this context, Cain et al [ 11 ] emphasized that the position of an executive chef is exceptionally important and unique for a restaurant’s success and argued that when the chef achieves WLB, it is ultimately beneficial for the organization.…”

Social Innovation, Employee Value Cocreation, and Organizational Citizenship Behavior in a Sport-Related Social Enterprise: Mediating Effect of Corporate Social Responsibility

“…Employees are as critical to organizational performance in nonprofit organizations as they are in for-profit organizations. Empirical analysis indicates that internal CSR activities influence employees' social performance [30].…”