Corporate Social Responsibility, Organizational Justice and Positive Employee Attitudes: In the Context of Korean Employment Relations
Abstract
:1. Introduction
2. Context of the Study
2.1. Cooperative Industrial Relations Climate and Social Responsibility in Korea
2.2. IR Climate and CSR at Hyundai Motor Company (HMC)
3. Literature Review and Hypotheses
3.1. Organizational CSR and Employees Attitudes
3.2. CSR on Distributive and Procedural Justice
3.3. The Mediating Role of Distributive and Procedural Justice in the Relationship between CSR, and Affective Organizational Commitment, and Job Satisfaction
3.4. The Moderated Mediated Effects of IR Climate
4. Methodology
4.1. Participants
4.2. Measures
4.2.1. Perceptions of CSR
4.2.2. Distributive and Procedural Justice
4.2.3. IR Climate
4.2.4. Affective Commitment
4.2.5. Job Satisfaction
4.2.6. Control Variables
5. Results
5.1. Common Method Variance
5.2. Confirmatory Factor Analysis
5.3. Hypothesis Testing
6. Discussion
6.1. Results and Their Explanation
6.2. Theoretical Implications
6.3. Practical Implications, Limitations, and Future Directions
7. Conclusions
Acknowledgments
Author Contributions
Conflicts of Interest
References
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Authors | Type of Study | Variables | |||
---|---|---|---|---|---|
IV | DV | Mediators | Moderators | ||
Haski-Leventhal et al. [43] | Theoretical Model with a short Case Study | CSR Efforts | Outcomes for employees | Congruence and non-congruence of Employer-employee Social Responsibility | - |
Hameed et al. [44] | Empirical Study (Quantitative) | External and Internal CSR | Organizational Identity | Perceived Internal Respect and Perceived External Prestige | Calling Orientation |
Fryzel and Seppala [45] | Empirical Study (Quantitative) | Identity Orientation | Affective Attachment to CSR | Evaluation of CSR Motives | - |
De Roeck and Maon [46] | Theoretical Model | The authors draw on Social Identity Theory and Social Exchange Theory to outline the psychological mechanisms that explain the relationship between CSR, employee outcomes, and organizational outcomes. | |||
De Roeck et al. [47] | Empirical Study (Quantitative) | Perceived CSR | Organizational Identification | Perceived External Prestige and Organizational Pride | Perceived Overall Justice |
De Jong and Van der Meer [48] | Empirical Study (Qualitative Content Analysis) | The authors take up the question of congruence between Organizations and their CSR activities | |||
Du et al. [49] | Empirical Study (Quantitative) | CSR Initiatives | Job Satisfaction and Turnover Intention | Developmental Needs Fulfillment and Ideological Needs Fulfillment | CSR Proximity |
Slack et al. [50] | Empirical Study (Qualitative Case Study) | An exploratory case study that looks at employee engagement with CSR and the impediments related to this engagement. | |||
Glavas and Kelley [51] | Empirical Study (Quantitative) | Perceived CSR (External) | Job Satisfaction and Organizational Commitment | Meaningfulness and Perceived Organizational Support | - |
Tsai et al. [52] | Empirical Study | CSR | Job Pursuit Intention | - | Socio-economic Consciousness |
Farooq et al. [53] | Quantitative Study | CSR | Organizational Commitment | Organizational Trust and Organizational Identification | - |
De Roeck et al. [54] | Quantitative Study | Perceived CSR | Job Satisfaction | Overall Justice and Organizational Identification | - |
Lee et al. [55] | Empirical Study (Quantitative) | Corporate Culture and CSR Activities and Perceived CSR Capability | Employee attachment, and Perceived Corporate Performance | Employee perception of CSR activities | - |
Glavas and Godwin [56] | Theoretical Model | Perceived External Image of CSR and Perceived Internal Image of CSR | Employee Organizational Identification | Salience of CSR to Employee | - |
You et al. [57] | Quantitative Study | CSR Investment | Job Satisfaction and Organizational Commitment | Organizational Commitment through Job Satisfaction | - |
McShane and Cunningham [58] | Empirical Study (Qualitative Interview Based) | The research was looking at how employees distinguish between Authentic and Inauthentic organizational CSR programs. How this judgment influences their perception of the firm. The study finds that Perceived authenticity leads to organizational identification. | |||
Mueller et al. [59] | Empirical Study | Employee Perception of Organizational Responsibility | Affective Organizational Commitment | - | Global Leadership and Organizational Behavior Effectiveness (GLOBE) |
Bauman and Skitka [60] | Theoretical Study | This theoretical paper identifies four paths through which CSR may affect employees based on four psychological needs, i.e., security, self-esteem, belongingness, and meaningful existence. The study, in essence, provides us with psychological underpinnings of the relationship between CSR and employee attitudes. | |||
De Roeck and Delobbe [61] | Empirical Study (Quantitative) | CSR (Environmental) | Organizational Identification | Organizational Trust | - |
Hansen et al. [62] | Quantitative Study | Perceived CSR | Organizational Citizenship Behavior | Organizational Trust | - |
Herrbach and Mignonac [63] | Empirical Study (Quantitative) | Perceived External Prestige | Job Satisfaction, Affective Organizational Commitment, and Affective Wellbeing at Work | - | Type of Employee |
Rupp et al. [39] | Theoretical Study | Perceptions of CSR | Employee Emotions, Attitudes, and Behaviors | Instrumental, Relational, and Deontic Motives/needs | Organizations‘ Social Accounts |
Variables | Mean | S.E | (1) | (2) | (3) | (4) | (5) | (6) | (7) |
---|---|---|---|---|---|---|---|---|---|
(1) Perception of CSR | 2.58 | 0.56 | 1 | ||||||
(2) Procedural justice | 2.13 | 0.60 | 0.45 ** | 1 | |||||
(3) Distributive justice | 2.47 | 0.72 | 0.35 ** | 0.60 ** | 1 | ||||
(4) IR climate | 2.19 | 0.59 | 0.45 ** | 0.55 ** | 0.40 ** | 1 | |||
(5) Affective commitment | 2.89 | 0.68 | 0.41 ** | 0.38 ** | 0.31 ** | 0.26 ** | 1 | ||
(6) Job satisfaction | 2.69 | 0.66 | 0.35 ** | 0.45 ** | 0.55 ** | 0.32 ** | 0.37 ** | 1 | |
(7) Union commitment | 3.53 | 0.65 | −0.04 | −0.09 | −0.15** | −0.01 | 0.08 | −0.08 | 1 |
(8) Trust in management | 2.15 | 0.74 | 0.48 ** | 0.68 ** | 0.48 ** | 0.47 ** | 0.46 ** | 0.46 ** | −0.14 ** |
CFI | TLI | RMSEA | RMSR | ||||||
---|---|---|---|---|---|---|---|---|---|
Eight-factor model | 780.25 | 296 | 0.91 | 0.90 | 0.06 | 0.04 | <0.01 | ||
Seven-factor model A | 1200.30 | 303 | 0.84 | 0.82 | 0.08 | 0.04 | 450.05 | 7 | <0.01 |
Seven-factor model B | 1220.29 | 303 | 0.87 | 0.85 | 0.07 | 0.04 | 440.04 | 7 | <0.01 |
Six-factor model | 1438.58 | 309 | 0.80 | 0.77 | 0.09 | 0.05 | 658.13 | 13 | <0.01 |
Five-factor model | 1837.46 | 314 | 0.73 | 0.70 | 0.10 | 0.05 | 1057.21 | 18 | <0.01 |
1 | 2 | 3 | 4 | |
---|---|---|---|---|
Distributive Justice | Procedural Justice | |||
Age | −0.10 | −0.11 | 0.12 * | 0.11 |
Tenure | −0.06 | −0.05 | −0.21 *** | −0.21 *** |
Education | 0.04 | 0.04 | 0.02 | 0.03 |
Department (Assembly) | −0.06 | −0.06 | −0.00 | 0.01 |
Department (Engine) | 0.07 | 0.07 | 0.05 | 0.05 |
Department (Material) | 0.01 | 0.01 | −0.00 | −0.01 |
Union commitment | −0.13 *** | −0.13 *** | −0.02 | −0.03 |
Trust in management | 0.35 *** | 0.35 *** | 0.52 *** | 0.52 *** |
Perception of CSR | 0.11 ** | 0.11 ** | 0.08 ** | 0.10 ** |
IR climate | 0.19 *** | 0.18 *** | 0.27 *** | 0.26 *** |
IR climate * CSR perception | 0.04 | 0.07 ** | ||
Adjust R2 | 0.32 | 0.32 | 0.55 | 0.56 |
R2 Change | 0.00 | 0.01 ** |
Conditional | Boot | 95% CI | |||
---|---|---|---|---|---|
Dependent Variable | Moderator Level | Indirect Effect | SE | Boot LLCI | Boot ULCI |
Affective commitment | Low (−0.593) | 0.005 | 0.007 | −0.004 | 0.027 |
Affective commitment | 0.000 | 0.013 | 0.009 | 0.001 | 0.041 |
Affective commitment | High (0.593) | 0.022 | 0.015 | 0.001 | 0.063 |
Job satisfaction | Low (−0.593) | 0.010 | 0.013 | −0.012 | 0.039 |
Job satisfaction | 0.000 | 0.028 | 0.014 | 0.005 | 0.063 |
Job satisfaction | High (0.593) | 0.045 | 0.023 | 0.010 | 0.100 |
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Jung, H.-J.; Ali, M. Corporate Social Responsibility, Organizational Justice and Positive Employee Attitudes: In the Context of Korean Employment Relations. Sustainability 2017, 9, 1992. https://doi.org/10.3390/su9111992
Jung H-J, Ali M. Corporate Social Responsibility, Organizational Justice and Positive Employee Attitudes: In the Context of Korean Employment Relations. Sustainability. 2017; 9(11):1992. https://doi.org/10.3390/su9111992
Chicago/Turabian StyleJung, Heung-Jun, and Mohammad Ali. 2017. "Corporate Social Responsibility, Organizational Justice and Positive Employee Attitudes: In the Context of Korean Employment Relations" Sustainability 9, no. 11: 1992. https://doi.org/10.3390/su9111992