The Impact of Perceived CSR on Employee Performance and Turnover Intention: An Examination of the Mediating Effect of Organizational Justice and Organization-Based Self-Esteem

• Main Author: HO, Alicia Ting Shiun
• Format: text
• Language: English
• Published: Institutional Knowledge at Singapore Management University 2012
• Subjects: corporate social responsibility; employee behavior; employee performance; employee turnover; organizational justice; organization-based self esteem; Business Law, Public Responsibility, and Ethics; Labor Relations; Organizational Behavior and Theory
• Online Access: https://ink.library.smu.edu.sg/etd_coll/88; https://ink.library.smu.edu.sg/cgi/viewcontent.cgi?article=1086&context=etd_coll
• Institution: Singapore Management University

Research on corporate social responsibility (CSR) has spanned across a few decades and in various fields. Yet only a handful of academic studies have investigated the relationship between CSR and a commonly neglected stakeholder – the employees. The employees are an essential part of the organization and will be highly influenced by the CSR initiatives carried out by the organization. In my paper, I intend to bridge the gap between CSR and the employee. A theoretical model is presented to show how employees' perception of CSR subsequently impacts their performance and turnover intentions, mediated by organizational justice and organization-based self-esteem. Performance here refers to both the employees' in-role and extra-role behaviors. The results of the study show that there is a link between employees' perceived CSR and their performance and turnover intentions. Two mediators, namely organization-based self-esteem (OBSE) and organizational justice (OJ) that affect this relationship had also been identified.