When are internal and external corporate social responsibility initiatives amplified? Employee engagement in corporate social responsibility initiatives on prosocial and proactive behaviors

Abstract

The aim of the study is to test not only the relative importance effect of employees' external and internal corporate social responsibility (CSR) perceptions on prosocial and proactive behaviors (i.e., organizational citizenship behavior [OCB] and job crafting) but also the impact of the interaction of these two kinds of employee CSR perceptions on proactive behaviors. Survey-based data were collected from 181 employees at eight luxury hotels located in South Korea. Using a two-wave longitudinal design, we measured employees' internal and external CSR perceptions, and then their supervisors rated OCB and job crafting one month after. Hierarchical moderated regression model is employed to test research hypotheses. The results showed that employees' internal CSR perceptions are more strongly related to prosocial and proactive behaviors than employees' external CSR perceptions are. Furthermore, the positive relationship between internal CSR perceptions and prosocial and proactive behaviors was more pronounced when external CSR perceptions were high than when they were low. The theoretical and managerial implications of the results and the limitations of the study are discussed, and future research directions are suggested.

Retracted: Corporate social responsibility, work meaningfulness, and employee engagement: The joint moderating effects of incremental moral belief and moral identity centrality

“…The recent CSR trends have shifted organization's orientation from earning profit and improving its corporate image (Reverte, ) to exploring environmental, economic, social, ethical, legal, and discretionary responsibilities of the organizations (Fifka & Berg, ). Recently, research studies have shifted focus from macro‐level to micro‐level effects of CSR (Glavas ), by attending to the fact that how CSR influences the attitudes and behaviors of employees (Hur, Moon, & Choi, ; Lee & Chen, ; Testa, Boiral, & Heras‐Saizarbitoria, ).…”

Hotel employees' corporate social responsibility perception and organizational citizenship behavior: Perceived external prestige and pride in organization as serial mediators

“…In previous tourism and hospitality studies, the linkage between CSR perception and OCB was investigated (Fu et al, 2014; He, Zhang, & Morrison, 2019; Hur et al, 2019; Kim et al, 2017; Raub & Blunschi, 2014). Analyzing data from 211 hotel employees in United‐Kingdom, Raub and Blunschi (2014) indicated that employees' CSR awareness contributes helping behavior, voice behavior, and personal initiative both directly and indirectly through task significance.…”

“…Within micro level CSR studies, mostly customers (García de Leaniz & Del Bosque Rodríguez, 2015; González‐Rodríguez & Díaz‐Fernández, 2020; Swimberghe & Wooldridge, 2014; Yin, Du, & Chen, 2020), qualified prospective employees (Boğan & Dedeoğlu, 2019a; Horng, Hsu, & Tsai, 2019), local people (Su et al, 2017; Lee, Kim, & Kim, 2018; Gursoy, Boğan, Dedeoğlu, & Çalışkan, 2019) and incumbent employees' responses to CSR practices are investigated. Extant studies have shown a positive relationship between hospitality employees' CSR perceptions and various employee outcomes such as affective organizational commitment (Wong & Gao, 2014), organizational identification (Cheema, Afsar, Al‐Ghazali, & Maqsoom, 2020; Park & Levy, 2014), employee volunteerism (Afridi et al, 2020), work engagement (Gürlek & Tuna, 2019), job satisfaction (Appiah, 2019; Boğan, Türkay, & Dedeoğlu, 2018), authenticity (Afridi et al, 2020), organizational citizenship behavior (Hur, Moon, & Choi, 2019; Kim, Rhou, Uysal, & Kwon, 2017), trust in organization (Boğan & Dedeoğlu, 2019b) pro‐environmental behavior (Cheema et al, 2020), job crafting (Hur et al, 2019), and innovative work behavior (Afridi et al, 2020). However, it is stated that employees' perceptions of CSR is “still an under‐researched area” in hospitality industry (Ko, Chan, & Wong, 2019, p. 1879).…”

Assessing Human Factor in the Adoption of Computer-Based Information Systems as the Internal Corporate Social Responsibility

“…It is a sad latitude that use of technology may cut the jobs in firm's heterogeneity (Canova, Lopez-Salido, & Michelacci, 2007;Uysal, Yotov, & Zylkin, 2015); therefore, the impact of software implementation becomes important in human life. Linkage of internal CSR with external CSR has differential effects on perceptional and prosocial behaviors (Hur, Moon, & Choi, 2019). Because this raises question on internal CSR, there is the need of research to investigate how motivation and feeling of job insecurity will be influenced by the intentions of companies for technological shift.…”