Search results

1 – 2 of 2
Per page
102050
Citations:
Loading...
Access Restricted. View access options
Article
Publication date: 10 August 2018

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…

4061

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

Management Decision, vol. 57 no. 1
Type: Research Article
ISSN: 0025-1747

Keywords

Access Restricted. View access options
Article
Publication date: 7 June 2018

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…

701

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.

Details

Journal of Managerial Psychology, vol. 33 no. 2
Type: Research Article
ISSN: 0268-3946

Keywords

1 – 2 of 2
Per page
102050