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Corporate Social Responsibility and Employee Engagement: Enabling Employees to Employ More of Their Whole Selves at Work.
Front Psychol. 2016; 7:796.FP

Abstract

Research at the individual level of corporate social responsibility (CSR) has been growing rapidly. Yet we still lack a more complete understanding of why and how individuals (i.e., employees) are affected by CSR. This study contributes to that gap by exploring the relationship between CSR and employee engagement. Moreover, in order to address the problem of low levels of employee engagement in the workplace, CSR is proposed and tested as a pathway for engaging a significant part of the workforce. Building on engagement theory, a model is tested in which CSR enables employees to bring more of their whole selves to work, which results in employees being more engaged. Data from 15,184 employees in a large professional service firm in the USA was analyzed using structural equation modeling. Results show that authenticity (i.e., being able to show one's whole self at work) positively and significantly mediates the relationship between CSR and employee engagement. However, the other mediator tested in this study, perceived organizational support (POS; i.e., direct benefits to the employee), did not significantly mediate the relationship. In addition, results of moderated mediation suggest that when CSR is extra-role (i.e., not embedded in one's job design such as volunteering), it weakens the relationship between CSR and employee engagement. Moreover, post hoc analyses show that even when POS is controlled for, authenticity has an impact above and beyond POS on employee engagement. These results extend prior CSR literature which has often been top-down and has focused on how employees will be positively affected by what the organization can give them (e.g., POS). Rather, a bottom-up approach might reveal that the more that employees can give of their whole selves, the more engaged they might be at work.

Authors+Show Affiliations

Department of Strategy, Sustainability, and Entrepreneurship, Kedge Business School Marseille, France.

Pub Type(s)

Journal Article

Language

eng

PubMed ID

27303352

Citation

Glavas, Ante. "Corporate Social Responsibility and Employee Engagement: Enabling Employees to Employ More of Their Whole Selves at Work." Frontiers in Psychology, vol. 7, 2016, p. 796.
Glavas A. Corporate Social Responsibility and Employee Engagement: Enabling Employees to Employ More of Their Whole Selves at Work. Front Psychol. 2016;7:796.
Glavas, A. (2016). Corporate Social Responsibility and Employee Engagement: Enabling Employees to Employ More of Their Whole Selves at Work. Frontiers in Psychology, 7, 796. https://doi.org/10.3389/fpsyg.2016.00796
Glavas A. Corporate Social Responsibility and Employee Engagement: Enabling Employees to Employ More of Their Whole Selves at Work. Front Psychol. 2016;7:796. PubMed PMID: 27303352.
* Article titles in AMA citation format should be in sentence-case
TY - JOUR T1 - Corporate Social Responsibility and Employee Engagement: Enabling Employees to Employ More of Their Whole Selves at Work. A1 - Glavas,Ante, Y1 - 2016/05/31/ PY - 2015/12/24/received PY - 2016/05/11/accepted PY - 2016/6/16/entrez PY - 2016/6/16/pubmed PY - 2016/6/16/medline KW - corporate social responsibility KW - engagement KW - meaningfulness KW - organizational psychology KW - perceived organizational support KW - sustainability SP - 796 EP - 796 JF - Frontiers in psychology JO - Front Psychol VL - 7 N2 - Research at the individual level of corporate social responsibility (CSR) has been growing rapidly. Yet we still lack a more complete understanding of why and how individuals (i.e., employees) are affected by CSR. This study contributes to that gap by exploring the relationship between CSR and employee engagement. Moreover, in order to address the problem of low levels of employee engagement in the workplace, CSR is proposed and tested as a pathway for engaging a significant part of the workforce. Building on engagement theory, a model is tested in which CSR enables employees to bring more of their whole selves to work, which results in employees being more engaged. Data from 15,184 employees in a large professional service firm in the USA was analyzed using structural equation modeling. Results show that authenticity (i.e., being able to show one's whole self at work) positively and significantly mediates the relationship between CSR and employee engagement. However, the other mediator tested in this study, perceived organizational support (POS; i.e., direct benefits to the employee), did not significantly mediate the relationship. In addition, results of moderated mediation suggest that when CSR is extra-role (i.e., not embedded in one's job design such as volunteering), it weakens the relationship between CSR and employee engagement. Moreover, post hoc analyses show that even when POS is controlled for, authenticity has an impact above and beyond POS on employee engagement. These results extend prior CSR literature which has often been top-down and has focused on how employees will be positively affected by what the organization can give them (e.g., POS). Rather, a bottom-up approach might reveal that the more that employees can give of their whole selves, the more engaged they might be at work. SN - 1664-1078 UR - https://www.unboundmedicine.com/medline/citation/27303352/Corporate_Social_Responsibility_and_Employee_Engagement:_Enabling_Employees_to_Employ_More_of_Their_Whole_Selves_at_Work_ DB - PRIME DP - Unbound Medicine ER -
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