The contribution of corporate social responsibility to internal employee motivation

Abstract

Purpose -The purpose of this paper is to examine the impact of corporate social responsibility (CSR) on internal employee motivation. Design/methodology/approach -A survey was conducted among 274 employees from medium and large enterprises engaged in CSR activities in Lithuania. The research hypotheses were tested using correlation and regression analysis using factor scores from a principal component factor analysis.Findings -The findings suggest that internal and external CSR activities positively correlate with internal employee motivation. Internal CSR was found to be stronger related to internal employee motivation than all the external CSR dimensions. Regarding the external CSR, customer-related activities indicated stronger correlation with internal employee motivation than local communities and business partners related CSR activities. The weakest relation was found between internal employee motivation and business partners related CSR activities.Research limitations/implications -This study is limited to one country under investigation, therefore further research needs to be extended to other countries. The survey is conducted in the period of economical recession. In order to assess the generality of the findings, it is suggested to repeat the research in a stable economy situation. Practical implications -Executives could use the results of the research to resolve practical dilemmas by giving priority to the areas of CSR which facilitate employee internal motivation enhancement. Originality/value -By revealing the importance of CSR activities to employee internal motivation enhancement, this study contributes to the CSR investigation arena.

Exploring the Relationship between Corporate Social Responsibility, Employee Engagement, and Organizational Performance: The Case of Jordanian Mobile Telecommunication Companies

“…Internal CSR practices refer to "CSR practices which are directly related with the physical and psychological working environment of employees" ( [32], p. 234). This focus on employees is due to the fact that they are considered very important internal stakeholders to the organization [44]. According to [45], internal CSR practices can be classified into four groups named "value classes".…”

Expertons and uncertain averaging operators versus correlational approaches

“…There exists theoretical and empirical evidence to accept that this affirmation is valid (Aharon et al, 2011;Ali et al, 2010;Brammer et al, 2007;Galbreath, 2010;Kim et al, 2010;Skudiene and Auruskeviciene, 2012;Turker, 2009;Vitaliano, 2010); however, in the opinion of some authors, there is little evidence regarding the internal impact of CSR (Bolton et al, 2011;Rodrigo and Arenas, 2008;Wolf, 2013).…”

A Case Study of Employees’ Engagement Practice in Corporate Responsibility Program

“…Bhattacharya et al (2008) found that management's top-down approach towards effective internal and external outcomes for the employees' satisfaction will produce strong elements of CSR in the organization. The close monitoring of internal CSR and employees' internal motivation can encourage the management to practically resolve the dilemmas by focusing on some areas of CSR (Skudiene & Auruskeviciene, 2012). Boyd and Gessner (2013) on the other hand argued that the metric system that is based on the management assessment alone is only focused on the organization's goals and interests; hence the partnership based on system is more applicable by considering employees' involvement in the performance metrics.…”

“…When employees are passionate towards their work due to the great contribution given by their company, they will then make positive improvement in productivity and increase their commitment. Skudiene and Auruskeviciene (2012) further explained that the employees are more emotionally engaged to the organization due to their internal motivation grasped through sense of belonging and trust. The presence of employees' engagement can be attached with their contribution in decision making and reporting regardless of the type of CSR activities initiated.…”

“…Employees are happy when the organizational social activities are able to cater their needs and expectations. For example, improvement of employees' benefits in kind through internal corporate responsibility program may facilitate a higher level of motivation among the employees (Skudiene & Auruskeviciene, 2012), and therefore enhance organizational success. However, the organization can only achieve this if they know what are their employees' needs and desire.…”