Boosting employee retention through CSR: A configurational analysis

Leemen Lee · Lifei Chen

103 citations0/0 files storedCorporate Social Responsibility and Environmental Management

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

Abstract

Abstract Internal stakeholders' perception of corporate social responsibility (CSR) plays a crucial role for organizations in pursuing innovative, sustainability‐based business models. The majority of research on CSR has examined its effects on organizations' financial performance or external stakeholders' behavior toward CSR. However, little attention has been devoted to employees' behavior toward CSR. The current study investigated how organizations' CSR initiatives and the fulfillment of employee job needs (existence, relatedness and growth, or ERG) affect employees' job satisfaction and retention intention. Methodologically, the study applied the fuzzy‐set qualitative comparative analysis method to capture the integrative effects of explanatory factors on the outcomes by examining the case of a leading chain department store in Asia. The results revealed that an organization's efforts on CSR could enhance the fulfillment of employees' ERG needs. Moreover, the perceived CSR initiatives could generate positive effects on employees' satisfaction and retention intention by fulfilling employees' ERG needs.

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References

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2019Getting paid to be good: How and when employees respond to corporate social responsibility?2022How sustainable human resources management helps in the evaluation and planning of employee loyalty and retention: Can social capital make a difference?2019Corporate social responsibility and competitive advantage: A developing country perspective 2020The relationship between corporate social responsibility disclosures and financial performance: a mediating role of employee productivity 2019

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