Employees’ perceptions of corporate social responsibility and ethical leadership: are they uniquely related to turnover intention?

Abstract

Purpose The purpose of this study is to investigate the simultaneous effect of ethical leadership (EL) and corporate social responsibility (CSR) on employees’ turnover intention and examine the mediating mechanism in these relationships. Design/methodology/approach The authors conducted a field study of 851 employees across a variety of industries. This study applied partial least squares structural equation modelling for hypothesis testing. Findings The results show that employees’ perceptions of CSR as well as EL are both uniquely and negatively related to turnover intention. The authors also found that employees’ job satisfaction but not commitment, mediates these relationships. Research limitations/implications This study answers the recent call (Schminke and Sheridan, 2017) for ethics researchers to put competing explanations to the test to determine their relative importance. Research limitations have been discussed in the paper. Social implications Through providing empirical support for the positive impact of CSR and EL on employee-related outcomes and creating a decent and empowering work environment, this study provides further support for CSR and EL. As CSR and EL require accountability, responsible management and addressing societal well-being of stakeholders, this study can contribute to the United Nations sustainable development goals. Originality/value Previous research has found that both employees’ perceptions of supervisory EL and CSR are negatively related to employees’ turnover intentions. Yet, researchers know little about their relative importance because these relationships have not been adequately examined simultaneously.

Does CSR mediate the nexus of ethical leadership and employee’s job performance? Evidence from North Italy SMEs

“…First, EL creates positive ethical environments for their subordinates (Schaubroeck et al, 2012). These ethical climates provide a clear normative order that helps followers to do their jobs effectively and ethically (Nejati et al, 2020). Second, working for a leader with ethical characteristics is less stressful for subordinates (Nejati et al, 2020) because ethical leaders set clear expectations, care for subordinates and manage them fairly (Brown et al, 2005).…”

“…These ethical climates provide a clear normative order that helps followers to do their jobs effectively and ethically (Nejati et al, 2020). Second, working for a leader with ethical characteristics is less stressful for subordinates (Nejati et al, 2020) because ethical leaders set clear expectations, care for subordinates and manage them fairly (Brown et al, 2005). This reduces the work-related stress of employees (Nejati et al, 2020) and increases their performance.…”

“…Second, working for a leader with ethical characteristics is less stressful for subordinates (Nejati et al, 2020) because ethical leaders set clear expectations, care for subordinates and manage them fairly (Brown et al, 2005). This reduces the work-related stress of employees (Nejati et al, 2020) and increases their performance. Third, ethical leaders are actually moral managers who communicate ethical values to their subordinates (Trevino et al, 2000).…”

Does Relational Ethics in Family Influence the Relationship between Ethical Leadership & Turnover Intention?

“…Prior research on the implications of ethical leadership has predominantly focused on the employee-related outcomes (e.g., Avey et al, 2011;Mayer et al, 2012;Lu & Lin, 2014). Several studies (e.g., Suifan et al, 2020;Nejati et al, 2020;Shareef & Atan, 2019;Shafique et al, 2018;Lin & Liu, 2017;Demirtas & Akdogan, 2015;Tang et al, 2015;Elci et al, 2012) have in fact investigated the effects of ethical leadership on turnover intention. Further, Trevino et al (1998) interpret the findings of their research as an indication of the relationship between an ethical work context and employees' organizational commitment.…”

Práticas Responsáveis Reforçam O Comprometimento Organizacional Dos Empregados? Um Estudo Das Empresas Têxteis Brasileiras

“…Alguns trabalhos investigaram a correlação entre RSC e CO (Asrar-ul-Haq, Kuchink, & Iqbal, 2017;Khaskheli et al, 2020), enquanto outros apontaram para o papel mediador do comprometimento entre as práticas de RSC e o desempenho no trabalho (Bizri, Wahbi, & Jardali, 2021), a intenção de rotatividade (Nejati, Brown, Shafaei e Seet, 2021) e a cidadania organizacional (Khaskheli et al, 2020). Finalmente, alguns autores investigaram o impacto da RSC no CO (Farid et al, 2019;Gupta, 2017;Kim, Milliman, & Lucas, 2021;Lu et al, 2020;Rodrigo, Aqueveque, & Duran, 2019).…”