Employees’ Perceptions of Corporate Social Responsibility and Job Performance: A Sequential Mediation Model
AbstractIn spite of the increasing importance of corporate social responsibility (CSR) and employee job performance, little is still known about the links between the socially responsible actions of organizations and the job performance of their members. In order to explain how employees’ perceptions of CSR influence their job performance, this study first examines the relationships between perceived CSR, organizational identification, job satisfaction, and job performance, and then develops a sequential mediation model by fully integrating these links. The results of structural equation modeling analyses conducted for 250 employees at hotels in South Korea offered strong support for the proposed model. We found that perceived CSR was indirectly and positively associated with job performance sequentially mediated first through organizational identification and then job satisfaction. This study theoretically contributes to the CSR literature by revealing the sequential mechanism through which employees’ perceptions of CSR affect their job performance, and offers practical implications by stressing the importance of employees’ perceptions of CSR. Limitations of this study and future research directions are discussed. View Full-Text
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Shin, I.; Hur, W.-M.; Kang, S. Employees’ Perceptions of Corporate Social Responsibility and Job Performance: A Sequential Mediation Model. Sustainability 2016, 8, 493.
Shin I, Hur W-M, Kang S. Employees’ Perceptions of Corporate Social Responsibility and Job Performance: A Sequential Mediation Model. Sustainability. 2016; 8(5):493.Chicago/Turabian Style
Shin, Inyong; Hur, Won-Moo; Kang, Seongho. 2016. "Employees’ Perceptions of Corporate Social Responsibility and Job Performance: A Sequential Mediation Model." Sustainability 8, no. 5: 493.
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