Next Article in Journal
Biotech Approaches to Overcome the Limitations of Using Transgenic Plants in Organic Farming
Previous Article in Journal
Design of Stirrer Impeller with Variable Operational Speed for a Food Waste Homogenizer
Article Menu

Export Article

Open AccessArticle
Sustainability 2016, 8(5), 493;

Employees’ Perceptions of Corporate Social Responsibility and Job Performance: A Sequential Mediation Model

College of Business Administration, Pukyong National University, 45 Yongso-ro, Nam-gu, Busan 48513, Korea
College of Business, Chosun University, 309 Pilmundae-ro, Dong-gu, Gwangju 61452, Korea
Author to whom correspondence should be addressed.
Academic Editor: Giuseppe Ioppolo
Received: 3 February 2016 / Revised: 16 May 2016 / Accepted: 16 May 2016 / Published: 20 May 2016
(This article belongs to the Section Economic, Business and Management Aspects of Sustainability)
Full-Text   |   PDF [376 KB, uploaded 20 May 2016]   |  


In 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
Keywords: perceived CSR; organizational identification; job satisfaction; job performance perceived CSR; organizational identification; job satisfaction; job performance

Figure 1

This is an open access article distributed under the Creative Commons Attribution License which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. (CC BY 4.0).

Share & Cite This Article

MDPI and ACS Style

Shin, I.; Hur, W.-M.; Kang, S. Employees’ Perceptions of Corporate Social Responsibility and Job Performance: A Sequential Mediation Model. Sustainability 2016, 8, 493.

Show more citation formats Show less citations formats

Note that from the first issue of 2016, MDPI journals use article numbers instead of page numbers. See further details here.

Related Articles

Article Metrics

Article Access Statistics



[Return to top]
Sustainability EISSN 2071-1050 Published by MDPI AG, Basel, Switzerland RSS E-Mail Table of Contents Alert
Back to Top