Corporate Social Responsibility: Micro Foundation Framework for High Employee Performance in a Developing Country
Abstract
:1. Introduction
2. Theoretical Foundations and Research Background
2.1. Corporate Social Responsibility (CSR)
2.2. Work Engagement
2.3. Job Satisfaction
2.4. Job Performance
3. Hypotheses Development
3.1. The Effect of CSR on Job Satisfaction
3.2. The Effect of CSR on Employee Engagement
3.3. Employee Engagement Mediates the Impact of CSR on Job Performance
3.4. Mediating Role of Job Satisfaction in the Effect of CSR on Job Performance
4. Research Methodology
5. Research Findings
5.1. Descriptive Statistics
5.2. Dicriminant Validity Test Results
5.3. Significance Test
5.4. Goodness of Fit
5.5. Causality Test for Hypotheses Using a Regression Analysis Technique
5.6. Mediation Effect
6. Discussion
7. Conclusions
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Conflicts of Interest
References
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Demographic Characteristics | Amount | Percentage |
---|---|---|
Gender | ||
Man | 317 | 83.0% |
Woman | 65 | 17 |
Age | ||
25 to 30 years | 153 | 40.1% |
31 to 40 years | 172 | 45.0% |
>40 years | 57 | 14.9% |
Education | ||
High school/equivalent | 256 | 67.02% |
Diploma | 80 | 20.94% |
Bachelor | 42 | 10.99% |
Postgraduate | 4 | 1.05% |
Length of service | ||
5 to 10 years | 182 | 47.6% |
11 to 15 years | 127 | 33.2% |
>15 years | 73 | 19.1% |
Variable | Mean | Standard Deviation | Category |
---|---|---|---|
External CSR | 4.2 | 0.63 | high |
Internal CSR | 3.3 | 0.75 | deficient |
Job satisfaction | 3.7 | 0.52 | medium |
Work engagement | 3.6 | 0.62 | medium |
Job performance | 3.8 | 0.73 | medium |
Construct | Item | Factor Loading | AVE | CR |
---|---|---|---|---|
Internal CSR | ICSR1 | 0.825 | 0.630 | 0.92 |
ICSR2 | 0.862 | |||
ICSR3 | 0.765 | |||
ICSR4 | 0.822 | |||
ICSR5 | 0.844 | |||
ICSR6 | 0.872 | |||
ICSR7 | 0.821 | |||
External CSR | ECSR1 | 0.758 | 0.620 | 0.87 |
ECSR2 | 0.742 | |||
ECSR3 | 0.824 | |||
ECSR4 | 0.697 | |||
ECSR5 | 0.785 | |||
ECSR6 | 0.881 | |||
ECSR7 | 0.842 | |||
ECSR8 | 0.876 | |||
ECSR9 | 0.832 | |||
ECSR10 | 0.824 | |||
Job Satisfaction | JS1 | 0.777 | 0.724 | 0.85 |
JS2 | 0.758 | |||
JS3 | 0.763 | |||
JS4 | 0.821 | |||
JS5 | 0.831 | |||
JS6 | 0.864 | |||
JS7 | 0.758 | |||
JS8 | 0.763 | |||
JS9 | 0.796 | |||
JS10 | 0.849 | |||
Work Engagement | WE1 | 0.879 | 0.721 | 0.91 |
WE2 | 0.758 | |||
WE3 | 0.845 | |||
WE4 | 0.785 | |||
WE5 | 0.895 | |||
WE6 | 0.826 | |||
WE7 | 0.823 | |||
WE8 | 0.815 | |||
WE9 | 0.836 | |||
WE10 | 0.845 | |||
WE11 | 0.892 | |||
WE12 | 0.875 | |||
WE13 | 0.839 | |||
WE14 | 0.912 | |||
WE15 | 0.924 | |||
WE16 | 0.752 | |||
WE17 | 0.764 | |||
Adaptive Performance | AP1 | 0.822 | 0.721 | 0.94 |
AP2 | 0.816 | |||
AP3 | 0.894 | |||
AP4 | 0.836 | |||
AP5 | 0.859 | |||
AP6 | 0.757 | |||
Task Performance | TP1 | 0.699 | 0.810 | 0.91 |
TP2 | 0.724 | |||
TP3 | 0.758 | |||
TP4 | 0.898 | |||
TP5 | 0.942 | |||
TP6 | 0.921 | |||
TP7 | 0.723 |
Variable | Internal CSR | External CSR | WE | JS | AP | TP |
---|---|---|---|---|---|---|
internal CSR | 0.630 | |||||
external CSR | 0.067 | 0.620 | ||||
WE | 0.089 | 0.008 | 0.727 | |||
JS | 0.099 | 0.004 | 0.067 | 0.721 | ||
AP | 0.080 | 0.003 | 0.073 | 0.065 | 0.721 | |
TP | 0.120 | 0.010 | 0.118 | 0.095 | 0.092 | 0.810 |
Parameters | Stage 1 | Respeficication | Conclusion |
---|---|---|---|
Absolute fit measure | |||
p-value (Sig.) | 0.00 | 0.083 | Fit |
CMIN | 2.245 | 1.235 | Fit |
GFI (Goodness of Fit) | 0.91 | 0.95 | Fit |
RMSEA (Root Mean Square Error of Approximation) | 0.057 | 0.031 | Fit |
RMR (Root Mean Square Residual) | 0.042 | 0.023 | Fit |
Incremental fit measure | |||
AGFI (Adjusted Goodness of Fit Index) | 0.847 | 0.929 | Fit |
CFI (Comparative Fit Index) | 0.842 | 0.991 | Fit |
Incremental Fit Index (IFI) | 0.921 | 0.991 | Fit |
Relative Fit Index (RFI) | 0.853 | 0.943 | Fit |
Parsimonious fit measure | |||
PNFI (Parsimonious Normed Fit Index) | 0.724 | 0.751 | Fit |
PGFI (Parsimonious Goodness of Fit Index) | 0.52 | 0.67 | Fit |
AIC (Akaike Information Criterion) | 242 | 153 | Fit |
CAIC (Consistent Akaike Information Criterion) | 1334 | 292 | Fit |
Path | Estimate | S.E. | C.R. | p-Value | ||
---|---|---|---|---|---|---|
JS | <--- | ICSR | 0.423 | 0.724 | 6.322 | *** |
JS | <--- | ECSR | 0.211 | 0.412 | 4.12 | *** |
WE | <--- | ICSR | 0.392 | 0.512 | 6.88 | *** |
WE | <--- | ECSR | 0.272 | 0.638 | 4.28 | *** |
WE | <--- | JS | 0.322 | 0.72 | 5.29 | *** |
JP | <--- | ICSR | 0.272 | 0.48 | 5.558 | *** |
JP | <--- | ECSR | 0.212 | 0.52 | 4.05 | *** |
JP | <--- | JS | 0.372 | 0.52 | 6.99 | *** |
JP | <--- | WE | 0.523 | 0.638 | 7.58 | *** |
Hypothesis | Direct | Indirect through Work Engagement | Indirect through Job Satisfaction | Total | Conclusion |
---|---|---|---|---|---|
Internal CSR affects job satisfaction | 0.423 | 0.12 | 0.524 | Supported | |
External CSR affects job satisfaction | 0.211 | 0.211 | Supported | ||
Internal CSR affects employee engagement | 0.392 | - | - | 0.392 | Supported |
External CSR affects employee engagement | 0.272 | - | - | 0.272 | Supported |
Internal CSR affects adaptive performance | 0.212 | 0.230 | 0.092 | 0.434 | Supported |
External CSR affects task performance | 0.19 | 0.07 | 0.08 | 0.240 | Supported |
Job satisfaction affects job performance | 0.372 | 0.113 | - | 0.485 | Supported |
Work engagement affects job performance | 0.523 | - | - | 0.523 | Supported |
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Abdurachman, D.; Ramdhan, R.M.; Karsoma, A.; Kisahwan, D.; Winarno, A.; Hermana, D. Corporate Social Responsibility: Micro Foundation Framework for High Employee Performance in a Developing Country. Adm. Sci. 2023, 13, 186. https://doi.org/10.3390/admsci13080186
Abdurachman D, Ramdhan RM, Karsoma A, Kisahwan D, Winarno A, Hermana D. Corporate Social Responsibility: Micro Foundation Framework for High Employee Performance in a Developing Country. Administrative Sciences. 2023; 13(8):186. https://doi.org/10.3390/admsci13080186
Chicago/Turabian StyleAbdurachman, Dudung, Rudy M. Ramdhan, Ateng Karsoma, Daniel Kisahwan, Alex Winarno, and Deni Hermana. 2023. "Corporate Social Responsibility: Micro Foundation Framework for High Employee Performance in a Developing Country" Administrative Sciences 13, no. 8: 186. https://doi.org/10.3390/admsci13080186