Next Article in Journal
Sustainability Analysis and Buy-Back Coordination in a Fashion Supply Chain with Price Competition and Demand Uncertainty
Previous Article in Journal
Assessment of the Carbon Footprint, Social Benefit of Carbon Reduction, and Energy Payback Time of a High-Concentration Photovoltaic System
 
 
Search for Articles:
Title / Keyword
Author / Affiliation / Email
Journal
Article Type
 
 
Advanced Search
 
Section
Special Issue
Volume
Issue
Number
Page
 
Journals
Sustainability
Volume 9
Issue 1
10.3390/su9010028
sustainability-logo
Submit to this Journal Review for this Journal Propose a Special Issue
► Article Menu

Article Menu

share Share announcement Help format_quote Cite question_answer Discuss in SciProfiles thumb_up
...
Endorse textsms
...
Comment
first_page
settings
Order Article Reprints
Font Type:
Arial Georgia Verdana
Font Size:
Aa Aa Aa
Line Spacing:
Column Width:
Background:
Article

Employees’ Participation in Corporate Social Responsibility and Organizational Outcomes: The Moderating Role of Person–CSR Fit

by
Seunghee Im
,
Yang Woon Chung
* and
Ji Yeon Yang
College of Economics and Business Administration, University of Suwon, 17 Wauan-gil, Bongdam-eup, Hwaseong-si 445-743, Gyeonggi-do, Korea
*
Author to whom correspondence should be addressed.
Sustainability 2017, 9(1), 28; https://doi.org/10.3390/su9010028
Submission received: 28 October 2016 / Revised: 9 December 2016 / Accepted: 19 December 2016 / Published: 25 December 2016
(This article belongs to the Section Economic and Business Aspects of Sustainability)
Browse Figures
Versions Notes

Abstract

:
This study investigated the moderating effects of person–corporate social responsibility (CSR)-fit for the relationships between CSR participation and job satisfaction, organizational identification, and organizational commitment. The study was conducted in South Korea and sampled 393 full-time employees from several conglomerates. The study found CSR participation to be positively related with job satisfaction, organizational identification, and organizational commitment. Furthermore, person–CSR fit significantly moderated the relationships between CSR participation and job satisfaction, organizational identification, and organizational commitment. These findings suggest that CSR participation positively affects organizational outcomes and that person–CSR fit enhances the relationships between CSR participation and the organizational outcomes. Therefore, the study suggests the importance of CSR participation and person–CSR fit in CSR initiatives, as CSR participation and person–CSR can promote a healthy work environment.

1. Introduction

Corporate social responsibility (CSR) has become a strategic imperative for an organization’s sustainability as the concept of CSR has evolved to become a sustainable co-development facet with society [1]. With its growing significance, studies have attempted to highlight the positive effects of CSR on businesses and organizations. Extant research suggests that CSR positively affects consumers’ attitudes and behaviors in terms of brand image, attachment, satisfaction, trust, reputation, loyalty [2,3,4,5,6], choice, and purchase behavior [7,8,9]. However, CSR activities are not limited to satisfying the consumers’ needs alone. Indeed, organizations undertake diverse CSR activities in order to meet stakeholder expectations.
Most studies on CSR effects have mainly focused on external stakeholders such as consumers while CSR effects on internal stakeholders such as employees have been relatively neglected [10,11,12]. Employees are one of the most pivotal stakeholders of an organization because they can be influenced by—and also influence—their organizational activities, thus playing an essential role on organizational effectiveness. Since employees play important roles in an organization as a stakeholder group, studies have recently tried to identify the impact of CSR on employees [13,14,15,16,17]. This research stream has mainly examined the positive influences that CSR activities have on employees on organizational outcomes.
Employees are expected to have opinions of their organization’s CSR activities which can affect their level of participation and involvement. Previous studies have argued that employees’ CSR perceptions and participation have positive effects on organizational outcomes such as job satisfaction, organizational commitment, and organizational loyalty (e.g., [17,18]). Employee perceptions of an organization’s CSR activities can play a vital role in generating prosocial attitudes toward the organization. Although an organization’s CSR activities can be generalized to result in positive organizational outcomes, not every employee will positively perceive an organization’s CSR activities. Individual differences can significantly influence the effects of CSR activities on organizational outcomes. For instance, when an individual perceives oneself to have CSR values and goals congruent with one’s organization, the match between the two can further strengthen the relationships between CSR and organizational outcomes. Similar to person–organization fit, person-CSR fit can further help understand the effects of CSR on employees.
Previous consumer studies have argued the importance of the moderating role of fit for CSR effects as the importance of the connection between organizational and personal values has been emphasized in CSR participation [9,11,19]. However, as the role of the relevance between organizational and employee values have yet to be investigated, this study empirically examines the moderating effects of person-CSR fit for the relationships between CSR participation and job satisfaction, organizational identity, and organizational commitment. Therefore, this study extends CSR literature regarding the impact of CSR on employees by exploring the moderating effects of CSR fit for the relationships between CSR participation and job satisfaction, organizational identity, and organizational commitment. Furthermore, the findings of this research could also be applied to the development of potential CSR strategies for organizations that significantly invest in employee CSR activities.

2. Theoretical Background and Hypotheses

2.1. The Importance of the Employee to an Organization

Extant research has suggested that the long-term sustainability of an organization is dependent on procuring the cooperation of numerous stakeholders [20]. According to stakeholder theory, stakeholders are groups or individuals who may affect or be affected by the organization’s purpose or achievement [21]. The basic premise of this theory is that the existence of organizations depends on their ability to integrate stakeholders’ expectations and requirements into their business strategy because stakeholders provide essential resources and returns for the successful functioning and survival of organizations [22]. Thus, it is needed to find an appropriate balance between the interests of the stakeholders and those of directing the organization’s activities.
It is well established that employees are one of the most important stakeholders of an organization. Since they can be affected by and also affect their organizational activities, employees play a key role in the success or failure of their organization [13,21]. Specifically, the stakeholder perspective places employees as a key organizational stakeholder within the CSR context. In this perspective, Collier and Esteban [11] highlighted the dependence of organizations on employee responsiveness to and engagement with CSR for the effective delivery of CSR activities. Accordingly, employees’ cooperation plays a more important role in the implementation of effective CSR activities.

2.2. CSR and the Employee

CSR is defined as the discretionary business practices and contributions of corporate resources intended to improve societal well-being [23] and includes a wide range of potential activities and practices [24]. Companies undertake diverse CSR activities to meet stakeholder expectations through various CSR practices. Accordingly, the impact of CSR has been examined from different perspectives and dimensions. From the employee perspective, studies have shown that CSR influences employee attitudes and behaviors. Extant literature suggested that CSR positively affects workplace attitudes and behaviors such as organizational identification [17,25], job satisfaction [18], commitment [21], trust [16], compassion [26], organizational citizenship behavior (OCB) [13,27], relationships with their organization [28], job performance [14], turnover intentions [16], creative efforts [29], and attractiveness to prospective employees [30].
Social exchange theory has been frequently noted to explain why CSR positively affects employees. Based on reciprocity, social exchange theory considers social behaviors as the result of an exchange process [31]. This theory assumes that individuals have a tendency to be mutually dependent and contingent upon the actions of each entity. In a social exchange, one party voluntarily provides a benefit to another, invoking an obligation to reciprocate by providing some benefit in return [32]. The rule of reciprocity can be applied in CSR because it can imply voluntary actions by an organization to provide benefits to the stakeholders. CSR invokes social exchange between an organization and its employees because it is likely that employees feel obliged to reciprocate their organization’s good deeds (e.g., CSR activities) with positive workplace attitudes and behaviors [33].
However, it is noteworthy that CSR effects from an employee perspective have been examined based on employee perceptions. Previous research has suggested that an employee’s participation in CSR plays a crucial role in CSR activities and that it should be distinct from CSR perceptions. CSR perceptions refer to an employee’s personal evaluations and interpretations of an organization’s CSR activities which can be different from the organization’s actual CSR practices because perceptions are subjective in nature [13]. In contrast, CSR participation can be defined as participative behavior. Employees’ CSR participation usually occurs in the form of corporate volunteer programs in which employees invest their time and skills in service to the community [18].
Employee CSR participation is important in that it can make CSR a part of an organization’s actions derived from its culture or values rather than an outcome of external pressure [1]. Furthermore, organizations are dependent on employee responsiveness to and participation in CSR for the effective delivery of CSR activities [11]. Thus, employees play key roles as the enactors of organizational CSR [34]. Kim et al. [18] suggested that the perceptions and participation of employees in CSR have different psychological mechanisms in explaining the impact of CSR on employees. They found that CSR participation increases organizational identification, in turn, influencing organizational commitment whereas CSR perceptions did not directly affect organizational identification.

2.3. Person–CSR Fit

The general concept of fit has been an important aspect within psychology and organizational studies [35]. In studying person–situation fit, research has focused on the effects of the interaction of individual characteristics and broad occupational attributes and the fit between specific characteristics of an organization and its members. Subsequently, person–organization fit has been found to be an important facet within the organization–individual relationship because higher levels of fit resulted in positive organizational outcomes. Previous studies have found person–organization fit to increase positive outcomes such as job satisfaction, organizational commitment, organizational citizenship behavior, and performance while decreasing detrimental outcomes such as employee deviance (e.g., [36,37,38]).
Person–environment fit comes in multiple forms such as person–vocation fit, person–group fit, and person–job fit that can significantly influence workplace attitudes and behaviors [39,40]. In this regard, an individual’s perceptions on one’s CSR values and an organization’s CSR activities can also be considered to be a form of person–environment fit. Since CSR activities are perceived to be related to its perceived societal or stakeholder obligations [41,42], CSR activities will affect not only the organization’s external stakeholders, such as consumers and investors, but also its internal stakeholders such as its employees. Employees that positively perceive an organization’s CSR activities tend to have positive views about their organizations [17,43]. Employee perceptions of CSR activities are the degree to which employees perceive an organization that supports the activities related to a social cause. Therefore, similar to person–organization fit, person–CSR fit can be defined as the compatibility between an individual’s personal values on CSR and the organization’s CSR values and practices.

2.4. Moderating Role of Person–CSR Fit

CSR communicates the underlying values of the organization that can increase an employee’s morale, self-esteem, and fulfillment of higher-order needs and values with one’s organization, which then triggers prosocial attitudes and behaviors toward the organization [25]. Therefore, CSR enhances organizational outcomes such as job satisfaction, organizational identification, and organizational commitment.
Job satisfaction is a pleasurable emotional state resulting from an appraisal of one’s job experiences [44]. Job satisfaction provides the most appropriate outcome variable of the impact of CSR on employee attitudes [45]. Job satisfaction increases when employees perceive their organizations are engaging in ethical practices such as CSR activities [46]. Organizational ethics is related to the organization’s adoption of desired ethical standards and business practices [28]. In this regard, an organization’s CSR practices can enable employees to perceive their organizations to be ethical. Moreover, job satisfaction reflects the extent to which the workplace meets an employee’s needs, and CSR participation can ideally provide benefits that can satisfy these needs [44]. Accordingly, CSR participation can help employees to view their organization as having moral values, which will fulfill their needs and result in employees’ being more satisfied with their job.
In this regard, research has argued that CSR is related to job satisfaction [15,18,47]. Vlachos et al. [28] suggested that job satisfaction relies on an employee’s intrinsic and extrinsic CSR-induced attributions based on attribution theory. Zhu et al. [15] demonstrated the significant relationship between employee perceptions of organizational effort on CSR and satisfaction. Similarly, Glavas and Kelly [48] found that CSR perceptions are positively related to job satisfaction. In addition, Roecka et al. [45] found internal and external CSR perceptions are positively related to job satisfaction.
Previous research on CSR has emphasized the importance of similarity between organizational and personal values in CSR engagement by embedding its principles and practice in an employee’s heart and mind [11]. Employees whose values are well congruent with those of their organization will tend to be more positive about their workplace [49,50]. In particular, it has been found that congruence between employees’ CSR values and their organization’s CSR values is associated with employees’ quality of work life [51]. In addition, studies on volunteerism have argued that the person–environment fit is related to a volunteer’s affective outcomes, such as satisfaction [52].
Based on previous findings, we expect that person–CSR fit will strengthen the relationships between CSR participation and job satisfaction, because when there are shared values between the employee and the organization, satisfaction in the workplace will be further increased. Hence, we propose the following:
H1: Person–CSR fit will moderate the relationship between CSR participation and job satisfaction, as higher levels of fit will strengthen the relationship.
Organizational identification is defined as the extent to which a person senses oneness or sameness with an organization [53]. Many studies have shown the significant relationship between CSR activities and organizational identification [25,29,45]. Social identity theory is widely applied to explain the relationship between CSR and organizational identification. According to social identity theory, people interpret their identities in terms of interactions with others in various social contexts. People strive to achieve or maintain a positive social identity. Consequently, people tend to identify with groups that have a prestigious image, which can enhance their self-worth and meet their esteem needs [54]. Thus, organization identification derives from an organization’s prestigious image. Employees prefer to identify with an organization when they perceive that it is prestigious and has an attractive and positive image [55]. In turn, socially responsible organizations help improve the organization’s image and reputation as well as attract various stakeholders. As a result, an organization’s CSR activities can increase an employee’s desire to identify and associate oneself with the organization.
Similarly, self-categorization theory can explain how an individual identifies with one’s organization. The theory suggests that people tend to classify themselves into categories to which they feel a sense of belonging through self-evaluations [56]. Moreover, organizational membership can be an important dimension of one’s identity; therefore, positive organizational values and practices can affect self-evaluations such as organizational identification [57]. Consequently, CSR practices can foster an employee’s self-categorization process, as one can integrate oneself to organizations that share common identity attributes, which then can further strengthen one’s self-concept [45].
Previous studies have found a positive relationship between CSR and organizational identification [17,29]. In particular, CSR participation can be a powerful experience for employees to become aware of their organization’s desired behavior and be able to compare their own identity with their organization. People who are actively involved in an organization tend to identify more with their organization [58] and their role identities will be realized and further validated through one’s actions [59]. Also, it can be suggested that participation in an organization reaffirms and strengthens organization-related identity [60].
It has been suggested that employee–organization CSR congruence is highly akin to self-identification with the organization [51]. As a result, if employees’ values fit with the CSR activities they have participated in, employees will be more likely to accept and institutionalize such initiatives more effectively. In this perspective, person–CSR fit will strengthen the relationships between CSR participation and organizational identification. Therefore, an employee’s desire to identify with their organization through desired behavior will be strengthened through CSR participation when there are shared values between the employee and the organization, thus positing the following:
H2: Person–CSR fit will moderate the relationship between CSR participation and organizational identification, as higher levels of fit will strengthen the relationship.
Organizational commitment refers to an individual’s psychological bond to the organization [61]. Commitment is one of the essential factors of the long-term relationships between an organization and its employees. Organizational commitment encompasses a tridimensional construct including affective, continuous, and normative commitment [62]. Affective commitment has been mainly mentioned as the underlying psychological outcome in CSR research [63] and in other related fields such as social psychology in volunteerism [52]. Affective commitment reflects an affective or emotional attachment toward an organization such that a strongly committed individual identifies with, is involved in, and enjoys membership in the organization [64].
Previous research has argued that CSR is ethically imbued, expressing similar organizational values like warmth, communion, and morality [65]. Such values enable employees to feel affectively committed to their organization. From this perspective, empirical evidence shows that affective commitment is higher in organizations that are perceived to be socially responsible [7,26,66]. Panagopoulos et al. [66] found that CSR perceptions positively impact affective commitment because an employee’s perceptions about their organization’s social responsibility play a significant role in shaping perceptions of attractiveness. Similarly, Turker [57] investigated the impact of employee perceptions of CSR on subsequent affective emotions toward one’s organization. Therefore, employees are more likely to commit affectively to a socially responsible organization because of the positive image of the organization.
Prior research has demonstrated that when employees’ personal characteristics fit with one’s work environment, it resulted in positive organizational outcomes [37,67]. It has been supported that employees have greater commitment toward CSR activities and perceive them in a more positive manner when they perceive shared culture through CSR activities [17]. Based on previous findings regarding the impact of employees’ CSR [13,55,57] and the role of person–CSR attributions [17] on organizational commitment, we expect that person–CSR fit will moderate the relationship between CSR participation and organization commitment. From this perspective, person–CSR fit will strengthen the relationships between CSR participation and organizational commitment. Hence, we propose the following:
H3: Person–CSR fit will moderate the relationship between CSR participation and organizational commitment, as higher levels of fit will strengthen the relationship.
The conceptual model in the study is presented in Figure 1.

3. Methodology

3.1. Sample

Data were collected using a self-reported survey. We conducted an employee survey in numerous organizations in South Korea. Organizations for the study were considered based on whether they engaged in CSR programs and whether employees were able to participate in these programs. A total of 16 companies were selected and questionnaires were sent by mail to managers in charge of CSR programs in each company. The questionnaire was given in-person to each respondent who had participated in their organization’s CSR program. The questionnaire included a brief explanation of the study and measurement items.
A total of 393 completed questionnaires were collected. The organizations belonged to several industries such as financial services (30.3%), manufacturing (29.5%), hospitality (26.0%), retail (10.4%), and other industries (3.8%). Each company submitted 2–29 employee responses. Just over half of the respondents were male (55.33%). The average age was 33.10 years and 83% had a college degree or higher. Organizational tenure of 49% of respondents exceeded 6 years. With regard to organizational position, 66.85% were entry level and 33.15% were managers.

3.2. Measurement

All of the quantified items were measured with a 7-point Likert scale ranging from 1 (“strongly disagree”) to 7 (“strongly agree”). All of the key measures used in this study are shown in the Appendix.
CSR participation was operationalized as the degree to which employees share in the execution of CSR activities or in decision making. CSR participation was measured with two items adjusted from Kim et al. [25]. They reflected behavioral participation and participation in decision-making related to CSR [25]. Job satisfaction was measured with three items based on Cho et al. [68]. We measured organizational identification using three items adapted from Kim’s et al. study [25]. Subjects were asked to respond by reporting their feelings toward the organization such as “strong ties”, “sense of belonging”, and “part of me”. To measure organizational affective commitment, we adapted items from previous studies [52,64]. To measure person–CSR fit, three items based on Lee et al.’s study [17] were used.
Questionnaires were self-rated and common method variance may be of concern due to social desirable biases. However, the study can be justified as Harman’s single-factor test was conducted. The results explained 42.03% of variance, which shows that common method variance was not a considerable issue.
We also included gender, level of education, age, and organizational tenure as control variables. Gender (0 = female, 1 = male) was dummy coded and education was measured with a 3-point scale (1 = high school graduate, 2 = university graduate, 3 = Masters and PhD degree). Age (in years) was measured on a continuous scale. Organizational tenure was measured by the length of time in years that respondents have been in their current organization.

4. Results

4.1. Reliability and Validity Test

Table 1 presents the descriptive statistics and correlations between the constructs.
Cronbach’s alpha coefficients were calculated for the reliability test. Cronbach’s alpha values for each construct exceeded 0.8 (αcsr participation = 0.96; αperson-csr fit = 0.87; αjob satisfaction = 0.94; αorganizational identification = 0.93; αorganizational commitment = 0.93). These values indicated that the internal reliabilities of all constructs were acceptable.
Confirmatory factor analysis (CFA) was conducted to test whether the study variables were empirically distinct from one another. The measurement model achieved an acceptable fit (χ2 = 175.68, df = 67, p < 0.01). The goodness-of-fit index (GFI), normal fit index (NFI), and comparative fit index (CFI) all exceeded 0.90 (GFI = 0.94, NFI = 0.97, CFI = 0.98), and the root mean square residual (RMR) was 0.04.
All standardized factor loadings exceeded 0.70 and were significant (p < 0.01). The composite reliability (CR) exceeded 0.90 for all constructs (CRcsr participation = 0.99; CRperson-csr fit = 0.85; CRjob satisfaction = 0.94; CRorganizational identification = 0.91; αorganizational commitment = 0.93) and the average variance extracted (AVE) for the constructs ranged between 0.70 and 0.93. Furthermore, the AVE in each case exceeded the highest squared correlation between the construct and other constructs. Thus, the constructs for the model had sufficient reliability and validity (see Table 2).

4.2. Hypotheses Test

Table 3 summarizes the hierarchical regression results. Since multicollinearity may occur from high correlations between independent variables, the variance inflation factors (VIF) and tolerance were used to detect potential multicollinearity. VIF values below 10 and tolerance values above 0.10 indicate absence of multicollinearity [69]. Our data showed that VIF values ranged between 1.01 and 1.44 and tolerance values ranged from 0.70 to 0.99, indicating that multicollinearity was not a problem.
Model 1 included the control variables, model 2 tested the effects of the independent variable, and model 3 included the moderating variable and analyzed the two-way interaction for each dependent variable. In model 3, the values of the predicting and moderating variables were first mean-centered before the analyses as recommended by Aiken and West [70].
Hypothesis 1 posited that person–CSR fit will moderate the relationship between CSR participation and job satisfaction. Specifically, we predicted that the relationship between CSR participation and job satisfaction becomes stronger as person–CSR fit increases. As seen in Table 3, CSR participation was positively related to job satisfaction (β = 0.31, p < 0.001). Also, the interaction between CSR participation and person–CSR fit for job satisfaction was positive and significant (β = 0.19, p < 0.001). H2 proposed that the relationship between CSR participation and organizational identification becomes stronger as person–CSR fit increases. Table 3 indicates that the main effect of CSR participation on organizational identification was significant (β = 0.30, p < 0.001) and person–CSR-fit significantly moderated the relationship (β = 0.11, p < 0.05) between CSR participation and organizational identification. H3 posited that the relationship between CSR participation and organizational commitment becomes stronger as person–CSR fit increases. As shown in Table 3, CSR participation was positively related to organizational commitment (β = 0.27, p < 0.001). The interaction between CSR participation and person–CSR fit was positive and significant for organizational commitment (β = 0.16, p < 0.01). Thus, Hypotheses 1–3 were all supported. Afterwards, the interaction effects were plotted at one standard deviation above and below the mean [70].
As shown in Figure 2, CSR participation increased job satisfaction when employees perceived high levels of person–CSR fit, while employees that perceived lower levels of person–CSR fit had decreased job satisfaction. Similarly, Figure 3 shows that the relationship between CSR participation and organizational identification became stronger when there was a stronger person–CSR fit, while low levels of person–CSR fit reduced organizational identification. Figure 4 shows that employees that perceived high levels of person–CSR fit reported higher organizational commitment than those who perceived low levels of person–CSR fit, therefore supporting Hypotheses 1–3.

5. Discussion

CSR has become a vital facet of an organization’s sustainability. In this aspect, the current study aimed to delve into the boundary condition in the relationship between employees’ CSR participation and organizational outcomes. Specifically, we focused on identifying the moderating effects of person–CSR fit to significantly moderate the relationships between CSR participation and job satisfaction, organizational identification, and organizational commitment.
The results showed that CSR participation was positively related to job satisfaction, organizational identification, and organizational commitment. Employee CSR participation enables employees to perceive the values of the organization, which can lead employees to perceive higher morale, self-esteem, and fulfillment of their own needs and share values with their organization. As a result, CSR participation can contribute to building a psychological link between employees and their organizations. These results are consistent with the previous findings that have shown the relationships between CSR and organizational outcomes. However, unlike previous CSR studies that primarily examined CSR perceptions [1,16,25], the results in this study are meaningful in that it was based on the employees’ actual participation behaviors. Thus, the study extends existing research on the impact of CSR on employees. More importantly, our findings suggest that person–CSR fit further strengthens the relationships between CSR participation and organizational outcomes. In other words, person–CSR fit plays an important role in further increasing job satisfaction, organizational identification, and organizational commitment through employees’ CSR participation.
This research contributes to theoretical literature as it focused on finding empirical evidence on the moderating role of person–CSR fit for the relationships between CSR participation and job satisfaction, organizational identification, and organizational commitment. Previous research has mainly emphasized the causal relationships between CSR and organizational outcomes (e.g., [25]). Thus, our understanding of boundary conditions in an employee’s positive reactions toward CSR remains limited. In particular, previous studies have argued the importance of the moderating role of fit for CSR effects as the importance of the connection between organizational and personal values has been emphasized in CSR participation [9,25,26]. In addition, the role of the relevance between organizational and employee values have yet to be investigated. In this line, this study contributes to broadening CSR literature by providing additional evidence on the boundary conditions regarding the impact of CSR on employees by exploring the moderating effects of CSR-fit for the relationships between CSR participation and job satisfaction, organizational identification, and organizational commitment.
The study also has practical contributions toward CSR activities. Our results suggest that employee CSR participation can improve organizational outcomes. Thus, it informs CSR managers that managerial attention should be paid to foster an employee’s participation in CSR activities. However, CSR managers need to carefully design CSR practices in ways that can encourage employee CSR participation and continuously emphasize organizational CSR policies that can also reflect an employee’s participation. The importance of person–organization fit in CSR participation has been highlighted by our findings. Accordingly, managers must place effort in strengthening CSR values to meet employees’ personal values, which then can further promote organizational outcomes such as job satisfaction and organizational commitment through CSR activities. Managers must also communicate the organization’s CSR values and activities to organizational members in order to improve person–CSR fit.
Although the study offers theoretical and practical contributions in CSR, our study has some limitations to mention. First, there is little conceptual and operational consensus about employee CSR participation. Prior research has adopted a variety of different definitions and measurement approaches related to employees CSR participation [71]. From the employee perspective, scholars have conceptualized CSR as participation, engagement, attitude, involvement, initiatives, and volunteering [13,15,28,52]. These conceptualizations are involved with employees’ affective, cognitive, and behavioral engagement in CSR. This research aimed to identify the impact of CSR in the view of the employee’s participation behavior. Thus, we conceptualized employee participation as CSR participation based on previous research [1,18]. In order to overcome the challenge of the lack of definitional clarity in employee CSR participation, concept elaboration and measurement development is needed. Such efforts may accurately capture the degree to which CSR is embedded throughout the organization and contribute to theory-building within this field.
Second, the study did not consider individual differences and assumed that all employees’ motivations, expectations, and attitudes regarding CSR are homogeneous. However, employee CSR participation can be diverse ranging from detachment to full engagement [72]. In this aspect, many typologies have been developed in regard to employee attitudes and commitment toward CSR [37]. It has also been illustrated that the fulfillment of employees’ heterogeneous needs in CSR is related to employee outcomes [47]. Therefore, it would be meaningful to further identify CSR effects in employee participation while considering individual differences.
Third, we did not provide empirical evidence explaining the mechanism of how employees’ CSR participation has a positive impact on organizational outcomes. In this research, the theoretical framework for understanding the relationships between employee CSR participation and organizational outcomes was derived from social exchange, social identity, and self-categorization. Accordingly, an employee’s self-worth, esteem, and organizational pride could be potential mediators based from previous theories. Thus, the psychological mechanisms that link CSR participation to anticipated positive outcomes need to be comprehensively examined to fully understand the effects of CSR participation in an organization.

Author Contributions

Seunghee Im, Yang Woon Chung, and Ji Yeon Yang designed and developed the idea of the paper. Seunghee Im analyzed the data and Yang Woon Chung reviewed related previous research. All authors wrote and reviewed the manuscript.

Conflicts of Interest

The authors declare no conflict of interest.

Appendix A

Table
Table A1. Measures for Key Constructs.
Table A1. Measures for Key Constructs.
ConstructMeasurement Items
CSR participationI work as a team on CSR activities.
I have ample opportunity to suggest CSR activities.
Person–CRS fitMy organization’s CSR activities are relevant with my values.
My organization’s CSR activities reflect my own values and personality.
My organization’s CSR activities are congruent with my interests.
Job satisfactionMy job is very worthwhile.
My job is very pleasant.I am very content with my job.
Organizational identificationI feel strong ties with my company.
I experience a strong sense of belongingness to my company.
I am part of my company.
Organizational commitmentI would be very happy to spend the rest of my career with this organization.
I enjoy discussing my organization with people outside the organization.
I do not feel emotionally attached to this organization (R).

References

  1. Chen, Y.R.; Hung-Baesecke, C.F. Examining the internal aspect of corporate social responsibility (CSR): Leader behavior and employee CSR participation. Commun. Res. Rep. 2014, 31, 210–220. [Google Scholar] [CrossRef]
  2. Berens, G.; van Riel, C.B.M.; van Bruggen, G.H. Corporate associations and consumer product responses: The moderating role of corporate brand dominance. J. Mark. 2005, 69, 35–48. [Google Scholar] [CrossRef]
  3. Beckman, T.; Colwell, A.; Cunningham, P.H. The emergence of corporate social responsibility in Chile: The importance of authenticity and social networks. J. Bus. Ethics 2009, 86, 191–206. [Google Scholar] [CrossRef]
  4. Tian, Z.; Wang, R.; Yang, W. Consumer responses to corporate social responsibility (CSR) in China. J. Bus. Ethics 2011, 101, 197–212. [Google Scholar] [CrossRef]
  5. Wu, S.; Lin, H. The correlation of CSR and consumer behavior: A study of convenience store. Int. J. Mark. Stud. 2014, 6, 66–80. [Google Scholar] [CrossRef]
  6. Kim, H.; Hur, W.; Yeo, J. Corporate brand trust as a mediator in the relationship between consumer perception of CSR, corporate hypocrisy, and corporate reputation. Sustainability 2015, 7, 3683–3694. [Google Scholar] [CrossRef]
  7. Mohr, L.A.; Webb, D.J.; Harris, K.E. Do consumers expect companies to be socially responsible? The impact of corporate social responsibility on buying behavior. J. Consum. Aff. 2001, 35, 45–72. [Google Scholar] [CrossRef]
  8. Lichtenstein, D.R.; Drumwright, M.E.; Braig, B.M. The effect of corporate social responsibility on customer donations to corporate-supported non-profits. J. Mark. 2004, 68, 16–32. [Google Scholar] [CrossRef]
  9. Becker-Olsen, K.L.; Cudmore, B.A.; Hill, R.P. The impact of perceived corporate social responsibility on consumer behavior. J. Bus. Res. 2006, 59, 46–53. [Google Scholar] [CrossRef]
  10. Post, J.E.; Preston, L.E.; Sachs, S. Managing the extended enterprise: The new stakeholder view. Calif. Manag. Rev. 2002, 45, 6–28. [Google Scholar] [CrossRef]
  11. Collier, J.; Esteban, R. Corporate social responsibility and employee commitment. Bus. Ethics 2007, 16, 19–33. [Google Scholar] [CrossRef]
  12. Kaler, J. An optimally viable version of stakeholder theory. J. Bus. Ethics 2009, 86, 297–312. [Google Scholar] [CrossRef]
  13. Azim, M.T. Corporate social responsibility and employee behavior: Mediating role of organizational commitment. Rev. Bus. Manag. 2016, 18, 207–225. [Google Scholar] [CrossRef]
  14. Korschun, D.; Bhattacharya, C.B.; Swain, S.D. Corporate social responsibility, customer orientation, and the job performance of frontline employees. J. Mark. 2014, 78, 20–37. [Google Scholar] [CrossRef]
  15. Zhu, Q.; Yin, H.; Liu, J.; Lai, K. How is employee perception of organizational efforts in corporate social responsibility related to their satisfaction and loyalty towards developing harmonious society in Chinese enterprises? Corp. Soc. Responsib. Environ. Manag. 2012, 21, 28–40. [Google Scholar] [CrossRef]
  16. Hansen, S.D.; Dunford, B.B.; Boss, A.D.; Boss, R.W.; Angermeier, I. Corporate social responsibility and the benefits of employee trust: A cross-disciplinary perspective. J. Bus. Ethics 2011, 102, 29–45. [Google Scholar] [CrossRef]
  17. Lee, E.M.; Park, S.; Lee, H. Employee perception of CSR activities: Its antecedents and consequences. J. Bus. Res. 2013, 66, 1716–1724. [Google Scholar] [CrossRef]
  18. Vlachos, P.A.; Panagopoulos, N.G.; Rapp, A.A. Feeling good by doing good: Employee CSR-Induced attributions, job satisfaction, and the role of charismatic employee perception of CSR activities, job attachment and organizational commitment. J. Bus Ethics 2013, 118, 577–588. [Google Scholar] [CrossRef]
  19. Sohn, Y.S.; Han, J.K.; Lee, S. Communication strategies for enhancing perceived fit in the CSR sponsorship context. Int. J. Adv. 2012, 31, 133–146. [Google Scholar] [CrossRef]
  20. Bhattachary, C.B.; Korschun, D.; Sen, S. Strengthening stakeholder–company relationships through mutually beneficial corporate social responsibility initiatives. J Bus. Ethics 2009, 85, 257–272. [Google Scholar] [CrossRef]
  21. Freeman, R.E. Strategic Management: A Stakeholder Approach; Pittman-Ballinger: Boston, MA, USA, 1984. [Google Scholar]
  22. Roeck, R.D.; Delobbe, N. Do environmental CSR initiatives serve organizations’ legitimacy in the oil industry? Exploring employees’ reactions through organizational identification theory. J. Bus. Ethics 2011, 110, 397–412. [Google Scholar] [CrossRef]
  23. Kotler, P.; Lee, N. Corporate Social Responsibility: Doing the Most Good for Your Company and Your Cause; John Wiley & Sons: Hoboken, NJ, USA, 2005. [Google Scholar]
  24. Carroll, A.B. Corporate social responsibility. Bus. Soc. 1999, 38, 268–295. [Google Scholar] [CrossRef]
  25. Kim, H.; Lee, M.; Lee, H.; Kim, N. Corporate social responsibility and employee–company identification. J. Bus. Ethics 2010, 95, 557–569. [Google Scholar] [CrossRef]
  26. Moon, T.; Hur, W.; Ko, S.; Kim, J.; Yoon, S. Bridging corporate social responsibility and compassion at work. Career Dev. Int. 2014, 19, 49–72. [Google Scholar] [CrossRef]
  27. Chun, J.S.; Shin, Y.; Choi, J.N.; Kim, M.S. How does corporate ethics contribute to firm financial performance? The mediating role of collective organizational commitment and organizational citizenship behavior. J. Manag. 2011, 39, 853–877. [Google Scholar] [CrossRef]
  28. Supnati, D.; Butehr, K.; Fredline, L. Enhancing the employer-employee relationship through corporate social responsibility (CSR) engagement. Int. J. Contemp. Hosp. Manag. 2015, 27, 1479–1498. [Google Scholar] [CrossRef]
  29. Brammer, S.; He, H.; Mellahi, K. Corporate social responsibility, employee organizational identification, and creative effort: The moderating impact of corporate ability. Group Organ. Manag. 2015, 40, 323–352. [Google Scholar] [CrossRef]
  30. Greening, D.W.; Turban, D.T. Corporate social performance as a competitive advantage in attracting a quality workforce. Bus. Soc. 2000, 39, 254–280. [Google Scholar] [CrossRef]
  31. Blau, P. Exchange and Power in Social Life; John Wiley & Sons: New York, NY, USA, 1964. [Google Scholar]
  32. Whitener, E.M.; Brodt, S.E.; Korsgaard, M.A.; Werner, J.M. Managers as initiators of trust: An exchange relationship framework for understanding managerial trustworthy behavior. Acad. Manag. Rev. 1998, 23, 513–530. [Google Scholar]
  33. Farooq, O.; Payaud, M.; Merunka, D.; Valette-Florence, P. The impact of corporate social responsibility on organizational commitment: Exploring multiple mediation mechanisms. J. Bus. Ethics 2014, 25, 563–580. [Google Scholar] [CrossRef]
  34. McShane, L.; Cunningham, P. To thine own self be true? Employees’ judgments of the authenticity of their organization’s corporate social responsibility program. J. Bus. Ethics 2012, 108, 81–100. [Google Scholar] [CrossRef]
  35. Nadler, D.; Tushman, M. A model for diagnosing organizational behavior: Applying a congruence perspective. Organ. Dyn. 1980, 9, 35–51. [Google Scholar] [CrossRef]
  36. Chung, Y.W. The role of person-organization fit and perceived organizational support in the relationship between workplace ostracism and behavioral outcomes. Aust. J. Manag. in press.
  37. Kristof-Brown, A.L.; Zimmerman, R.D.; Johnson, E.C. Consequences of individuals’ fit at work: A meta-analysis of person-job, person-organization, person-group, and person-supervisor fit. Pers. Psychol. 2005, 58, 281–342. [Google Scholar] [CrossRef]
  38. Wheeler, A.R.; Gallagher, V.C.; Brouer, R.L.; Sablynski, C.J. When person-organization (mis)fit and (dis)satisfaction lead to turnover: The moderating role of perceived job mobility. J. Manag. Psychol. 2007, 22, 203–219. [Google Scholar] [CrossRef]
  39. Judge, T.A.; Ferris, G.R. The elusive criterion of fit in human resource staffing decisions. Hum. Resour. Plan. 1992, 15, 47–67. [Google Scholar]
  40. Kristoff, A.L. Person-organization fit: An integrative review of item conceptualizations, measurement, and implications. Pers. Psychol. 1996, 49, 1–49. [Google Scholar] [CrossRef]
  41. Brown, T.J.; Dacin, P.A. The company and the product: Corporate associations and consumer product responses. J. Mark. 1997, 61, 68–84. [Google Scholar] [CrossRef]
  42. Sen, S.; Bhattacharya, C.B. Does doing good always lead to doing better? Consumer reactions to corporate social responsibility. J. Mark. Res. 2001, 38, 225–243. [Google Scholar] [CrossRef]
  43. Mozes, M.; Josman, Z.; Yaniv, E. Corporate social responsibility organizational identification and motivation. Soc. Responsib. J. 2011, 7, 310–325. [Google Scholar] [CrossRef]
  44. Ilies, R.; Scott, B.R.; Judge, T.A. The interactive effects of personal traits and experienced states on intra-individual patterns of citizenship behavior. Acad. Manag. J. 2006, 49, 561–575. [Google Scholar] [CrossRef]
  45. Roecka, K.D.; Marique, G.; Stinglhamberb, F.; Swaena, V. Understanding employees’ responses to corporate social responsibility: Mediating roles of overall justice and organisational identification. Int. J. Hum. Resour. Manag. 2014, 25, 91–112. [Google Scholar] [CrossRef]
  46. Koh, H.C.; Boo, E.H.Y. The link between organizational ethics and job satisfaction: A study of managers in Singapore. J. Bus. Ethics 2001, 29, 309–324. [Google Scholar] [CrossRef]
  47. Du, S.; Bhattacharya, C.B.; Sen, S. Corporate social responsibility, multi-faceted job-products, and employee outcomes. J. Bus. Ethics 2015, 131, 319–335. [Google Scholar] [CrossRef]
  48. Glavas, A.; Kelley, K. The effects of perceived corporate social responsibility on employee attitudes. Bus. Ethics Q. 2014, 24, 165–202. [Google Scholar] [CrossRef]
  49. Posnver, B.Z. Another look at the impact of personal and organizational values congruency. J. Bus. Ethics 2010, 97, 535–541. [Google Scholar] [CrossRef]
  50. Aguinis, H.; Glavas, A. Embedded versus peripheral corporate social responsibility: Psychological Foundations. Ind. Organ. Psychol. 2013, 6, 1–40. [Google Scholar] [CrossRef]
  51. Singhapakdi, A.; Lee, D.; Sirgy, M.J.; Senasu, K. The impact of incongruity between an organization’s CSR orientation and its employees’ CSR orientation on employees’ quality of work life. J. Bus. Res. 2015, 68, 60–66. [Google Scholar] [CrossRef]
  52. Van Vianen, A.E.M.; Nijstad, B.A.; Voskuijl, O.F. A person-environment fit approach to volunteerism: Volunteer personality fit and culture fit as predictors of affective outcomes. Basic Appl. Soc. Psychol. 2008, 30, 153–166. [Google Scholar] [CrossRef]
  53. Ashforth, B.E.; Harrison, S.H.; Corley, K.G. Identification in organizations: An examination of four fundamental questions. J. Manag. 2008, 34, 325–374. [Google Scholar] [CrossRef]
  54. Tajfel, H.; Turner, J.C. An integrative theory of intergroup conflict. In The Social Psychology of Intergroup Relations; Austin, W.G., Worchel, S., Eds.; Brooks-Cole: Monterey, CA, USA, 1979. [Google Scholar]
  55. Pratt, M.G. To be or not to be: Central questions in organizational identification. In Identity in Organizations: Building Theory through Conversations; Whetten, D.A., Godfrey, P.C., Eds.; SAGE: Thousand Oaks, CA, USA, 1998; pp. 171–207. [Google Scholar]
  56. Turner, J.; Oakes, P. The significance of the social identity concept for social psychology with reference to individualism, interactionism and social influence. Br. J. Soc. Psychol. 1986, 25, 237–252. [Google Scholar] [CrossRef]
  57. Turker, D. How corporate social responsibility influences organizational commitment. J. Bus. Ethics 2009, 89, 189–204. [Google Scholar] [CrossRef]
  58. Mael, F.; Ashforth, B.E. Alumni and their alma mater: A partial test of the reformulated model of organizational identification. J. Organ. Behav. 1992, 13, 103–123. [Google Scholar] [CrossRef]
  59. Callero, P.L. Role-identity salience. Soc. Psychol. Q. 1985, 48, 203–215. [Google Scholar] [CrossRef]
  60. Arnett, D.B.; German, S.D.; Hunt, S.D. The identity salience model of relationship marketing success: The case of nonprofit marketing. J. Mark. 2003, 67, 89–105. [Google Scholar] [CrossRef]
  61. O’Reilly, C.A. Corporations, culture, and commitment: Motivation and social control in organizations. Calif. Manag. Rev. 1989, 58, 9–25. [Google Scholar] [CrossRef]
  62. Meyer, J.P.; Allen, N.J. Testing the ‘side bet theory’ of organizational commitment: Some methodological considerations. J. Appl. Psychol. 1984, 69, 372–378. [Google Scholar] [CrossRef]
  63. Mueller, K.; Hattrup, K.; Spiess, S.O.; Lin-Hi, N. The effects of corporate social responsibility on employees’ affective commitment: A cross-cultural investigation. J. Appl. Psychol. 2012, 97, 1186–1200. [Google Scholar] [CrossRef] [PubMed]
  64. Allen, N.J.; Meyer, J.P. The measurement and antecedents of affective, continuance and normative commitment to the organization. J. Occup. Psychol. 1990, 63, 1–18. [Google Scholar] [CrossRef]
  65. Rupp, D.E.; Shao, R.; Thornton, M.A.; Skarlicki, D.P. Applicants and employees reactions to corporate social responsibility: The moderating effects of first-party justice perceptions and moral identity. Pers. Psychol. 2013, 66, 895–933. [Google Scholar] [CrossRef]
  66. Panagopoulos, N.G.; Rapp, A.A.; Vlachos, P.A. I think they think we are good citizens: Meta-perceptions as antecedents of employees’ reactions to corporate social responsibility. J. Bus. Res. 2016, 69, 2781–2790. [Google Scholar] [CrossRef]
  67. Bretz, R.D., Jr.; Judge, T.A. Person–organization fit and the theory of work adjustment: Implications for satisfaction, tenure, and career success. J. Vocat. Behav. 1994, 44, 32–54. [Google Scholar] [CrossRef]
  68. Cho, Y.N.; Rutherford, B.N.; Park, J. Emotional labor’s impact in a retail environment. J. Bus. Res. 2013, 66, 2238–2245. [Google Scholar] [CrossRef]
  69. Hair, J.F.; Anderson, R.E.; Tatham, R.L.; Black, W.C. Multivariate Data Analysis with Readings; Macmillan: New York, NY, USA, 1992. [Google Scholar]
  70. Aiken, L.S.; West, S.G. Multiple Regression: Testing and Interpreting Interactions; SAGE: Newbury Park, CA, USA, 1991. [Google Scholar]
  71. Rodell, J.B.; Breitsohl, H.; Schroder, M. Employee Volunteering: A review and framework for future research. J. Manag. 2016, 42, 55–84. [Google Scholar] [CrossRef]
  72. Slack, R.E.; Morris, S.C.R. Exploring employee engagement with (corporate) social responsibility: A social exchange perspective on organisational participation. J. Bus. Ethics 2015, 127, 537–548. [Google Scholar] [CrossRef] [Green Version]
Sustainability 09 00028 g001 550
Figure 1. Research model.
Figure 1. Research model.
Sustainability 09 00028 g001
Sustainability 09 00028 g002 550
Figure 2. Moderating effects of person–CSR fit on the relationship between CSR participation and job satisfaction.
Figure 2. Moderating effects of person–CSR fit on the relationship between CSR participation and job satisfaction.
Sustainability 09 00028 g002
Sustainability 09 00028 g003 550
Figure 3. Moderating effects of person–CSR fit on the relationship between CSR participation and organizational identification.
Figure 3. Moderating effects of person–CSR fit on the relationship between CSR participation and organizational identification.
Sustainability 09 00028 g003
Sustainability 09 00028 g004 550
Figure 4. Moderating effects of person–CSR fit on the relationship between CSR participation and organizational commitment.
Figure 4. Moderating effects of person–CSR fit on the relationship between CSR participation and organizational commitment.
Sustainability 09 00028 g004
Table
Table 1. Descriptive statistics and correlations.
Table 1. Descriptive statistics and correlations.
MSD2345
1. CSR participation5.701.00
2. Person–CSR fit5.590.960.52 **
3. Job satisfaction5.421.110.28 **0.37 **
4. Organizational identification5.731.000.30 **0.35 **0.64 **
5. Organizational commitment5.661.050.26 **0.36 **0.73 **0.84 **
** p < 0.01 (two-tailed).
Table
Table 2. Reliability and validity test.
Table 2. Reliability and validity test.
Standardized Factor LoadingCronbach’s AlphaCRAVE
CSR participation 10.97 ***0.960.990.93
CSR participation 20.95 ***
Person–CRS fit 10.79 ***0.870.850.70
Person–CRS fit 20.86 ***
Person–CRS fit 30.86 ***
Job satisfaction 10.94 ***0.940.940.84
Job satisfaction 20.95 ***
Job satisfaction 30.87 ***
Organizational identification 10.81 ***0.930.910.77
Organizational identification 20.92 ***
Organizational identification 30.91 ***
Organizational commitment 10.92 ***0.930.930.81
Organizational commitment 20.90 ***
Organizational commitment 30.88 ***
*** p < 0.001 (two-tailed).
Table
Table 3. Hierarchical regression model.
Table 3. Hierarchical regression model.
Job SatisfactionOrganizational IdentificationOrganizational Commitment
VariablesStep1Step2Step3Step1Stpe2Step3Step1Step2Step3
Control variables
 Gender0.44 **0.40 **0.32 *0.33 **0.30 *0.24 *0.41 *0.37 *0.31 *
 Education0.050.060.11−0.05−0.04−0.010.070.080.12
 Age0.010.010.010.020.020.020.010.010.01
 Tenure0.030.030.020.020.020.010.060.070.05
Independent Variables
 CSR participation 0.31 ***0.20 ** 0.30 ***0.21 *** 0.27 ***0.17 **
 Moderator
 Person–CSR fit 0.33 *** 0.24 *** 0.31 ***
Interaction
 CSR participation Person–CSR fit 0.19 *** 0.11 * 0.16 ***
 R20.070.150.240.070.160.210.100.170.25
 ΔR20.070.140.230.070.080.050.100.070.09
 F6.24 ***11.67 ***15.84 ***6.84 ***12.99 ***13.07 ***9.37 ***13.58 ***16.37 ***
*** p < 0.001 (two-tailed), ** p < 0.01 (two-tailed), * p < 0.05 (two-tailed).

Share and Cite

MDPI and ACS Style

Im, S.; Chung, Y.W.; Yang, J.Y. Employees’ Participation in Corporate Social Responsibility and Organizational Outcomes: The Moderating Role of Person–CSR Fit. Sustainability 2017, 9, 28. https://doi.org/10.3390/su9010028

AMA Style

Im S, Chung YW, Yang JY. Employees’ Participation in Corporate Social Responsibility and Organizational Outcomes: The Moderating Role of Person–CSR Fit. Sustainability. 2017; 9(1):28. https://doi.org/10.3390/su9010028

Chicago/Turabian Style

Im, Seunghee, Yang Woon Chung, and Ji Yeon Yang. 2017. "Employees’ Participation in Corporate Social Responsibility and Organizational Outcomes: The Moderating Role of Person–CSR Fit" Sustainability 9, no. 1: 28. https://doi.org/10.3390/su9010028

Note that from the first issue of 2016, this journal uses article numbers instead of page numbers. See further details here.

Article Metrics

Back to TopTop