Article2022

From teamwork to psychological well-being and job performance: the role of CSR in the workplace

Ho‐Seok Kim · Minseong Kim · Dong-Woo Koo

50 citations0/0 files storedInternational Journal of Contemporary Hospitality Management

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Job Satisfaction and Organizational Behavior Corporate Social Responsibility Reporting Corporate Social Responsibility and Sustainability

Abstract

Purpose Although the positive impact of corporate social responsibility (CSR) initiatives on personal and organizational outcomes has been studied in the fields of human resource management and the hospitality industry, scholars in these fields still consider CSR as a promising area with potential. Drawing upon the dual concern and the attribution theories, this study aims to identify three stages of formations from teamwork with colleagues and personal benefits to organizational benefits from social responsibilities of hospitality companies via an integrated research model. Design/methodology/approach With the data collected from 324 frontline employees in hospitality enterprises in South Korea, this study empirically investigated the interrelationship to predict frontline employees’ job performance. Findings The empirical results from structural equation modeling indicated that perceived management support for CSR and perceived colleague support for CSR had significant influence on empathetic concern for colleague and anticipated positive affect, separately. Also, empathetic concern significantly affected psychological well-being and job satisfaction, while an anticipated positive affect significantly influenced job satisfaction. Finally, psychological well-being and job satisfaction had a significant impact on job performance. Practical implications This study provides several managerial implications for maximizing the effectiveness of hospitality companies’ CSR practices, enhancing frontline employees’ psychological well-being, job satisfaction and job performance. Originality/value Based on the empirical findings, this study provided meaningful theoretical and managerial implications to maximize the effectiveness of CSR initiatives and maximize frontline employees’ job performance in the hospitality industry.

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References

1981Evaluating Structural Equation Models with Unobservable Variables and Measurement Error 2011Sources of Method Bias in Social Science Research and Recommendations on How to Control It 2007Happiness, Health, or Relationships? Managerial Practices and Employee Well-Being Tradeoffs 2019Job satisfaction and organizational commitment effect in the transformational leadership towards employee performance 2016The Bright Side of Being Prosocial at Work, and the Dark Side, Too: A Review and Agenda for Research on Other-Oriented Motives, Behavior, and Impact in Organizations 2013Corporate Social Responsibility, Customer Orientation, and the Job Performance of Frontline Employees 2015Washing Away Your Sins? Corporate Social Responsibility, Corporate Social Irresponsibility, and Firm Performance 1992Assumptions and Comparative Strengths of the Two-Step Approach

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