Khadija Bouraoui, Sonia Bensemmane, Marc Ohana and Marcello Russo
The purpose of this paper is to examine the relationship between corporate social responsibility (CSR) and employees’ affective commitment. Three underlying mechanisms are used to…
Abstract
Purpose
The purpose of this paper is to examine the relationship between corporate social responsibility (CSR) and employees’ affective commitment. Three underlying mechanisms are used to explain the relationship between CSR and commitment, namely, deontic justice, social identity theory and social exchange theory.
Design/methodology/approach
Data were collected through survey questionnaires. The sample consisted of 161 employees who work in private and public organizations in Tunisia. Regression analysis was conducted using a multiple mediation model.
Findings
The results reveal a positive and significant relationship between CSR and employees’ affective commitment. The perception of person–organization fit, organizational identification and perceived organizational support mediates the relationship between CSR and affective commitment.
Originality/value
With regard to CSR, past studies have never deal with deontic values in analyzing work behaviors. Furthermore, most previous studies have considered a direct effect between CSR perceptions and affective commitment. This study extends the literature by conceptualizing the indirect mechanisms linking CSR to employees’ affective commitment.
Details
Keywords
Sonia Bensemmane, Marc Ohana and Florence Stinglhamber
Prior research has conceptualized workplace justice as a stable variable over time changing from one individual to another. However, it can be assumed that perceptions of…
Abstract
Purpose
Prior research has conceptualized workplace justice as a stable variable over time changing from one individual to another. However, it can be assumed that perceptions of organizational justice fluctuate within the same person over the course of a few weeks or months due to different events at work. Specifically, the purpose of this paper is to suggest that transient overall team justice is predictive of employee’s transient thriving at work (i.e. the experience of vitality and learning at work). In addition, the authors examined transient self-efficacy as an underlying mechanism of this relationship.
Design/methodology/approach
A total of 395 individuals completed a first general questionnaire and then completed an online questionnaire over four waves of survey.
Findings
Results of hierarchical linear models indicated that transient overall team justice positively predicts transient individual’s self-efficacy, which, in turn, positively predicts transient individual’s thriving at work.
Research limitations/implications
Overall, a dynamic approach of organizational justice capturing variability in justice perceptions certainly enlarges our understanding of the concept and its outcomes.
Originality/value
The study contributes to understand why even employees who feel generally treated with justice by their team may experience from time to time low levels of thriving at work because of a recent unjust treatment from the team and a decrease of their subsequent self-efficacy.