How CSR serves as a preventive mechanism for coping with dysfunctional customer behavior

Kim, Jiyoung; Lacey, Russell; Kim, Hae-Ryong; Suh, Jaebeom

doi:10.1007/s11628-019-00400-w

Cited by 19 publications

(12 citation statements)

References 87 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The impacts of legal compliance HR practices on employee outcomes resonate with existing works that found the association of justice, as an organizational resource, with employee well-being (Huong et al , 2016), job satisfaction (Suifan et al , 2017), and reduced stress (Proost et al , 2015; Rineer et al , 2017). The significant relationships between general CSR facilitation HR practices and employee sense of work meaningfulness and job strain in our study are consistent with prior findings regarding the role of CSR activities in nurturing employee well-being (Kim et al , 2018a; Su and Swanson, 2019), job satisfaction (Barakat et al , 2016), and lowered stress levels (Kim et al , 2019).…”

Section: Discussionsupporting

confidence: 91%

Socially responsible human resource practices and hospitality employee outcomes

Luu

2021

IJCHM

View full text Add to dashboard Cite

Purpose This paper aims to unfold the mediation mechanism of job crafting, through which socially responsible human resource practices (SRHR practices) influence work meaningfulness and job strain among hospitality employees. It also seeks to unravel the moderating effect of authentic leadership on this indirect relationship. Design/methodology/approach Three survey waves were conducted to collect data from 825 employees and 128 managers from 34 four- or five-star hotels in two major cities in Vietnam. The data were analyzed through structural equation modeling to test the hypothesized relationships. Findings The results lent credence to the positive relationship between SRHR practices and employees’ meaningfulness of work as well as the negative nexus between SRHR practices and employees’ job strain. These relationships were mediated by employee engagement in job crafting. The results further revealed that authentic leadership functioned as a negative moderator for the impact of SRHR practices on job crafting as well as the indirect effects of SRHR practices on the two employee outcomes via job crafting. Practical implications The findings suggest to hospitality organizations that employees may find their work more meaningful and less stressful if they implement SRHR practices to enable them to craft their tasks. Hospitality organizations should also realize the role of authentic behavior among managers in stimulating employee job crafting behavior particularly when SRHR practices are not fully in place. Originality/value This study advances the understanding of the mechanisms that translate SRHR practices into hospitality employee outcomes. This work also extends the contingency perspective in the HRM literature by unraveling authentic leadership as a contingency for the impacts of SRHR practices.

show abstract

Section: Discussionsupporting

confidence: 91%

Socially responsible human resource practices and hospitality employee outcomes

Luu

2021

IJCHM

View full text Add to dashboard Cite

show abstract

“…from “1 = not reflected” to “3 = well reflected”). The items that earned the highest scores from the professors and frontline employees were selected as final measures in this study (Brunetto et al , 2011 for psychological well-being; Conner et al , 2013 for anticipated positive affect; Kim et al , 2019a, 2019b for job satisfaction; Korschun et al , 2014 for perceived management support for CSR and perceived colleague support for CSR; Lee et al , 2017 for job performance; Steele et al , 2008 for empathetic concern for colleague). In particular, employees’ perceptions of social responsibility activities developed and implemented by their company serve as salient cues, demonstrating how their company and colleagues take socially responsible action for the welfare of society as well as for various stakeholders (Zhang et al , 2022).…”

Section: Methodsmentioning

confidence: 99%

“…Specifically, empathetic concern for colleague leads employees to care for and support other colleagues, giving employees psychological positive gains at work, such as confidence and pride (Kim et al, 2019a(Kim et al, , 2019bKim and Koo, 2020;Raza et al, 2021). Such confidence and pride enable employees to develop a sense of psychological well-being and self-esteem in the workplace (Kim et al, 2019a(Kim et al, , 2019b. By demonstrating positive attitudes and supportive behaviors toward other colleagues, employees can increase socializing skills, self-esteem and happiness, which are core components of satisfaction and well-being in the workplace (Kolodinsky et al, 2010).…”

Section: Role Of Csr In the Workplacementioning

confidence: 99%

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

Kim

Kim²,

Koo³

2022

IJCHM

View full text Add to dashboard Cite

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.

show abstract

“…More specifically, Raub and Blunschi (2014) found that, when employees are made aware of their firm's CSR activities, they are more likely to believe they can make a positive difference in their work and to other people. This extra-role behavior was exemplified in the recent study by Kim et al (2019). They found that employees were more likely to demonstrate greater empathy to dysfunctional customers after receiving information that enhanced perceptions of their firm's social responsibility performance.…”

Section: Csr Reputationmentioning

confidence: 85%

“…As more individuals, retailers, and service firms take a keen interest in the relationship between business and the associated societal responsibilities of the firm, attention turns to the positive involvement of employees in socially responsible activities (Bognanno, 2018;Greenwood, 2007;Jones et al, 2017;Kim et al, 2019;Wang et al, 2016). Consequently, a corporate social responsibility (CSR) advocacy role of employees is reported to be increasing (Korschun et al, 2014).…”

Section: Introductionmentioning

confidence: 99%

How hedonic and perceived community benefits from employee CSR involvement drive CSR advocacy behavior to co‐workers

Chomvilailuk

Butcher

2021

Business Ethics Env & Resp

View full text Add to dashboard Cite

This study seeks to determine how organizational citizenship behavior (OCB) can be influenced by employee perception of the benefits arising from their involvement with corporate social responsibility (CSR) activities. The work is significant because of growing investment in CSR activities involving employees and increased firm expectations of employee dissemination of CSR information. A unique model examined how two types of perceived benefits, accruing to US-based employees from their CSR engagement, impacted OCB. The variable of co-worker-directed CSR advocacy was used as a unique measure of OCB. An integrative theoretical framework combined social exchange theory with organizational citizenship behavior to provide a more comprehensive understanding of relationships. The first employee benefit tested was hedonic value, while the second was perceived community value. CSR reputation was modeled as a mediating variable. Data were collected via two scenario-based experiments based at each respondents' workplace. Analytical techniques included analysis of co-variance and structural equation modeling using partial least squares.While both types of benefit had a significant effect on co-worker-directed CSR advocacy, the pathways differed. Perceived community value had a stronger effect on the mediating variable of CSR reputation, and consequently a significant indirect effect on the dependent variable. In contrast, hedonic value directly affected co-workerdirected CSR advocacy with CSR reputation playing no mediating role. This study contributes to the CSR literature through better understanding of the processes leading to the organizational citizenship behavior variable of co-worker-directed CSR advocacy. This dependent variable extends previous conceptualizations of OCB.

show abstract

How CSR serves as a preventive mechanism for coping with dysfunctional customer behavior

Cited by 19 publications

References 87 publications

Socially responsible human resource practices and hospitality employee outcomes

Socially responsible human resource practices and hospitality employee outcomes

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

How hedonic and perceived community benefits from employee CSR involvement drive CSR advocacy behavior to co‐workers

Contact Info

Product

Resources

About