Corporate social responsibility and employees’ affective commitment

Khadija Bouraoui · Sonia Bensemmane · Marc Ohana · Marcello Russo

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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 examine the relationship between corporate social responsibility (CSR) and employees’ affective commitment. Three underlying mechanisms are used to explain the relationship between CSR and commitment, namely, deontic justice, social identity theory and social exchange theory. Design/methodology/approach Data were collected through survey questionnaires. The sample consisted of 161 employees who work in private and public organizations in Tunisia. Regression analysis was conducted using a multiple mediation model. Findings The results reveal a positive and significant relationship between CSR and employees’ affective commitment. The perception of person–organization fit, organizational identification and perceived organizational support mediates the relationship between CSR and affective commitment. Originality/value With regard to CSR, past studies have never deal with deontic values in analyzing work behaviors. Furthermore, most previous studies have considered a direct effect between CSR perceptions and affective commitment. This study extends the literature by conceptualizing the indirect mechanisms linking CSR to employees’ affective commitment.

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References

1992Alternative Ways of Assessing Model Fit 2004The Social Identity Theory of Intergroup Behavior 1960The Norm of Reciprocity: A Preliminary Statement 1991A three-component conceptualization of organizational commitment 1979A Three-Dimensional Conceptual Model of Corporate Performance 1989Social Identity Theory and the Organization 2007Strategy and society: the link between competitive advantage and corporate social responsibility 1986Perceived organizational support.

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