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Corporate social responsibility, multi-faceted job-products, and employee outcomes

Author

Listed:
  • Shuili Du

    (University of New Hampshire)

  • CB Bhattacharya

    (ESMT European School of Management and Technology)

  • Sankar Sen

    (Baruch College)

Abstract

This paper examines how employees react to their organizations’ corporate socialresponsibility (CSR). Drawing upon research in internal marketing and psychologicalcontract theory, we conceptualize that employees have multi-faceted job needs(i.e., economic, developmental, and ideological needs) and that CSR programsconstitute an important means to fulfill these needs. Based on cluster analysis, weidentify three employee segments, Idealists, Enthusiasts, and Indifferents, whovary in their multi-faceted job needs and, consequently, their demand fororganizational CSR. We further find that an organization’s CSR programs generatesfavorable employee related outcomes, such as job satisfaction and reduction inturnover intention, partially by fulfilling employees’ ideological and developmentaljob needs. Finally, we find that CSR proximity strengthens the positive impact ofCSR on employee-related outcomes. This research reveals significant employeeheterogeneity in their demand for organizational CSR and sheds light on theunderlying mechanisms linking CSR to employee-related outcomes. We end with adiscussion about the theoretical and practical implications of our research.

Suggested Citation

  • Shuili Du & CB Bhattacharya & Sankar Sen, 2013. "Corporate social responsibility, multi-faceted job-products, and employee outcomes," ESMT Research Working Papers ESMT-13-07, ESMT European School of Management and Technology.
    • Handle: RePEc:esm:wpaper:esmt-13-07
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    References listed on IDEAS

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    1. Pablo Rodrigo & Daniel Arenas, 2008. "Do Employees Care About CSR Programs? A Typology of Employees According to their Attitudes," Journal of Business Ethics, Springer, vol. 83(2), pages 265-283, December.
    2. Shuili Du & C. B. Bhattacharya & Sankar Sen, 2011. "Corporate Social Responsibility and Competitive Advantage: Overcoming the Trust Barrier," Management Science, INFORMS, vol. 57(9), pages 1528-1545, March.
    3. Sean Valentine & Gary Fleischman, 2008. "Ethics Programs, Perceived Corporate Social Responsibility and Job Satisfaction," Journal of Business Ethics, Springer, vol. 77(2), pages 159-172, January.
    4. Shuili Du & Sankar Sen & C. B. Bhattacharya, 2008. "Exploring the Social and Business Returns of a Corporate Oral Health Initiative Aimed at Disadvantaged Hispanic Families," Journal of Consumer Research, Journal of Consumer Research Inc., vol. 35(3), pages 483-494, April.
    5. Paul C. Godfrey & Craig B. Merrill & Jared M. Hansen, 2009. "The relationship between corporate social responsibility and shareholder value: an empirical test of the risk management hypothesis," Strategic Management Journal, Wiley Blackwell, vol. 30(4), pages 425-445, April.
    6. Johanna Mair & Julie Battilana & Julian Cardenas, 2012. "Organizing for Society: A Typology of Social Entrepreneuring Models," Journal of Business Ethics, Springer, vol. 111(3), pages 353-373, December.
    Full references (including those not matched with items on IDEAS)

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    Keywords

    Corporate social responsibility; job product; employee job performance; cluster analysis;
    All these keywords.

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