How and when do employees identify with their organization? Perceived CSR, first-party (in)justice, and organizational (mis)trust at workplace

Koustab Ghosh

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Job Satisfaction and Organizational Behavior Corporate Social Responsibility Reporting Employer Branding and e-HRM

Abstract

Purpose The purpose of this paper is to inquire how and when the CSR efforts of an organization can generate positive organizational outcomes by influencing individual employees at the workplace. Theorizing perceived first-party justice as psycho-cognitive and affect-based organizational trust as psycho-affective processes, respectively, in interpreting employees’ perception of organizational CSR initiatives provided a valid rationale behind this research. Design/methodology/approach Following a two-phase longitudinal research design, sample was drawn from six subsidiary organizations of a multinational conglomerate. Findings The findings indicated that the perceived internal image of CSR predicts employees’ deep organizational identification through the mediation of affect-based organizational trust, conditional on perceived first-party justice as a moderator. Research limitations/implications This study contributed to extant research by investigating the hitherto unexplored question of how and when employees’ perceived image of CSR delineates to their deep identification with the organization supported by affect-based organizational trust and self-experienced first-party justice. The collection of survey responses within six group organizations could limit the generalization of the findings from this study in other contexts. Practical implications This study offers significant implications in terms of the managers’ role in involving employees in the organization’s CSR activities, using CSR as a platform for corporate branding to internal stakeholders, and attracting talent in knowledge intensive competition. Originality/value The study advances the emerging micro-level approach of CSR by exploring an employee centric, personalized view of organizational CSR and estimating its effect at the level of individual employees.

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References

2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.2011Sources of Method Bias in Social Science Research and Recommendations on How to Control It 1995An Integrative Model Of Organizational Trust 2005Social Exchange Theory: An Interdisciplinary Review 1989Social Identity Theory and the Organization 2001Corporate Social Responsibility: A Theory of the Firm Perspective 1995AFFECT- AND COGNITION-BASED TRUST AS FOUNDATIONS FOR INTERPERSONAL COOPERATION IN ORGANIZATIONS.1989Rediscovering the Social Group: A Self-Categorization Theory.

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2020Organization-related determinants of employees’ CSR motive attributions and affective commitment in hospitality companies 2020Configurational paths of employee reactions to corporate social responsibility: An organizational justice perspective 2020Employee Commitment Matters for CSR Practice, Reputation and Corporate Brand Performance—European Model 2021Role of Corporate Social Responsibility in Corporate Reputation via Organizational Trust and Commitment 2021

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