Corporate social responsibility, continuous process improvement orientation, organizational commitment and turnover intentions

Abstract

Purpose

The purpose of this paper is to examine how employee's perceptions of corporate social responsibility (CSR) relate to their perceptions of an organization's orientation toward continuous process improvement orientation (CPIO). In addition, this research considers how employee perceptions of CSR and CPIO relate to work attitudes and behavioral intentions.

Design/methodology/approach

Using structural equations analysis, the paper examines survey data obtained from employees of a USA-based financial services firm to test hypotheses regarding employee's perceptions of corporate engagement in CSR and continuous process improvement, as well as their work attitudes.

Findings

Employee perceptions of CSR and of CPIO are strongly related. Both CSR and CPIO have similar, but still unique effects upon organizational commitment (OC). CSR and CPIO do not directly impact employee's intentions to leave, but they do have an indirect effect on intentions to leave, which operates through OC.

Research limitations/implications

The design of the study precludes absolute conclusions regarding causality in tested relationships. The study design also limits generalizability.

Practical implications

CSR and CPIO are strongly related, possibly due to shared cultural principles, suggesting that either CSR or CPIO may establish a basis in values that will support the other. Adding CSR to existing CPIO (or the reverse) is likely to enhance employee attitudes.

Originality/value

This paper provides an empirical assessment of the relationship between continuous process improvement activities and CSR. In addition, it conceptually and empirically evaluates how CSR and CPIO simultaneously influence employee attitudes and behaviors.

Citation

Hollingworth, D. and Valentine, S. (2014), "Corporate social responsibility, continuous process improvement orientation, organizational commitment and turnover intentions", International Journal of Quality & Reliability Management, Vol. 31 No. 6, pp. 629-651. https://doi.org/10.1108/IJQRM-09-2012-0131