An empirical study on the effects of promotion of corporate social responsibility on employees’ organizational citizenship behaviors.

• Main Authors: Huang, WanQing., Liew, Shi Min., Lee Ping, Joyce.
• Other Authors: Stewart Lloyd Arnold
• Format: Final Year Project
• Language: English
• Published: 2013
• Subjects: DRNTU::Business::Management::Organizational behavior
• Online Access: http://hdl.handle.net/10356/51388
• Institution: Nanyang Technological University

Over the years, it has been increasingly recognized that companies should play a larger role in society beyond the sole purpose of profit-maximization. Corporate Social Responsibility (CSR) has since become an important consideration. As employees are one of the key stakeholders of the company, this study aims to investigate the effect of various promotional methods used by the organization on their employees’ perceptions of CSR, that is how the employees interpret and understand CSR. In addition, this study examines how employees’ perceptions of CSR relate to their likelihood of engaging in Organizational Citizenship Behaviors (OCB). The research was conducted through a survey of 312 participants from five different organizations, based in Singapore. Our key findings are that the degree of promotion of CSR by the organization relates positively to employees’ perceptions of CSR. In turn, employees’ perceptions of CSR relate to higher OCBs, with a greater effect on OCB (O) than OCB (I). However, contrary to our prediction, CSR perceptions do not mediate the relationship between promotion of CSR and OCB. Possible reasons are discussed. The implications of our research are that companies should invest more time and resources into the active promotion of CSR activities in order to create greater awareness, as this increases employees’ CSR perceptions. This may lead to higher levels of OCBs, particularly directed at helping the organization. Such OCBs can eventually generate cost savings and lead to higher profitability for the company.