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Mapping the Link between Corporate Social Responsibility (CSR) and Human Resource Management (HRM): How Is This Relationship Measured?
Open AccessArticle

Corporate Social Responsibility and Employees’ Negative Behaviors under Abusive Supervision: A Multilevel Insight

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Lahore Business School, the University of Lahore, Lahore 54000, Pakistan
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School of Management and Economics, Kunming University of Sciences and Technology, Kunming 650000, China
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School of International Relations and Public Affairs, Shanghai International Studies University, Shanghai 200000, China
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School of Economics and Management, Shanghai University of Sport China, Shanghai 200000, China
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Postdoctoral Station of Public Administration and Sociology, Hohai University Nanjing, Nanjing 210000, China
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Author to whom correspondence should be addressed.
Sustainability 2020, 12(7), 2647; https://doi.org/10.3390/su12072647
Received: 26 February 2020 / Revised: 12 March 2020 / Accepted: 19 March 2020 / Published: 26 March 2020
This study attempts to advance the current research debate on corporate social responsibility (CSR) at the micro-level by empirically examining the effect of perceived CSR on employee behaviors such as turnover intention and workplace deviance with the mediation mechanism of organizational identification. The boundary condition of group-level abusive supervision also enhances the novelty of this research. Social identity theory is used for hypotheses development. Multilevel data is collected from 410 middle managers working in thirteen commercial banks in Pakistan by conducting three surveys with temporal breaks. Our results suggest that employees’ perceived CSR is statistically and inversely related to their turnover intention and deviant behavior, along with the mediation mechanism of organizational identification. Further, this relationship is weakened with the moderation of abusive supervision. Specifically, our findings indicate that employees’ positive CSR perceptions minimize their undesired workplace behaviors through the mediation of organizational identification. But this effect becomes less effective with the contingency of abusive supervision. Our results reveal several means by which organizations can manage their CSR initiatives and human resources, for instance by concentrating on abusive supervision while evaluating their employees’ behavior. View Full-Text
Keywords: corporate social responsibility; organizational identification; abusive supervision; turnover intention; workplace deviance corporate social responsibility; organizational identification; abusive supervision; turnover intention; workplace deviance
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Mahmood, F.; Qadeer, F.; Abbas, Z.; Muhammadi; Hussain, I.; Saleem, M.; Hussain, A.; Aman, J. Corporate Social Responsibility and Employees’ Negative Behaviors under Abusive Supervision: A Multilevel Insight. Sustainability 2020, 12, 2647.

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