Corporate Social Responsibility and employee behavior: mediating role of organizational commitment

Abstract

Purpose:

The study investigates the relationship between employees’ perception about the external CSR practices of their organizations and employees’ organizational commitment (affective) and job engagement, organization engagement, organizational citizenship behavior related to the individual, and organizational citizenship behavior related to the organization in the context of the Saudi banking industry.

Design/methodology/approach:

The study draws its theoretical groundwork from social identity theory (Tajfel & Turner, 1979) and social exchange theory (Blau, 1964). Data were collected through survey questionnaire, and the Mediation regression analysis is used for exploring the relationship between independent and dependent variables based on Baron & Kenny’s (1986) method.

Findings:

The study observes a positive relationship between perceived CSR and organizational commitment, employee engagement and organizational citizenship behavior related to organization. However, the organizational citizenship behavior related to the individual is not observed to have linked to perceived CSR.

Originality/value:

The uniqueness of this study lies on its framework and a particular aspect of CSR measurement. It conceptualizes one integrated model to build a relationship among CSR, organizational commitment, employee engagement and OCB. As the study views CSR as a competitive tool for the organizations, here the CSR activities are measured in relative rather than absolute terms, stand-alone act of an organization.

Keywords:
Corporate Social Responsibility; job engagement; organizational commitment; organizational citizenship behavior; organizational engagement