Improve Employee-Organization Relationships (EOR) and Workplace Performance Through CSR: Insights from an Electric and Energy Company in China

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16_Dr. Yafei Zhang.pdf (535.85 KB)

Date

2020-03-05

Authors

Zhang, Dr. Yafei

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Publisher

WTAMU Cornette Library

Abstract

This study examined the impact of employee perceived corporate social responsibility (CSR) on their employee-organization identification (EOI), corporate ability (CA), employee-organization relationships (EOR), and organizational citizenship behavior (OCB). Results, based on a survey (N = 248) with employees from a large, private company in the electric and energy industry in China, revealed that employee perceptions of CSR were positively associated with EOI, CA, EOR, and OCB. In addition, there was a positive spillover effect between CSR and CA. Findings also indicated the positive associations between CA and EOR, and EOI and OCB. This study contributes to the scant research on employee-centered CSR and suggests CSR as an effective strategy to cultivate relationships with employees and to increase their work performance in the Chinese context.

Description

Employees would internalize a corporate CSR behavior to their own workplace behavior. In addition, employees are more likely to reciprocate and maintain a high-quality relationship with the company that is favorable of CSR practices. The insignificant relationship between EOI and EOR could be due to that 1) EOR is a long-term measure of relationship quality, 2) the relationship between employees and their company is complicated, and 3) employees face power dynamics in relation to their company. This study contributes to the scant literature investigating employee CSR perceptions and their extra-role behaviors in China, arguing that CSR can effectively cultivate relationships between the organization and its employees. In addition, we also argue for a positive spillover effect from CSR to CA. Findings suggest that CSR investment can payoff internally. This is particularly important for private companies in China because they are challenged by high mobility and low loyalty of talents (Newman et al., 2015). These companies may benefit from CSR communication to employees.

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URI

https://hdl.handle.net/11310/279

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2020 Faculty Research Poster Session and Research Fair