Original Research Influence of employee perceptions of corporate social responsibility on affective commitment

Amorei van der Westhuizen, Dirk J. Malan

About the author(s) Amorei van der Westhuizen, Department of Industrial Psychology, Faculty of Economic and Management Sciences, Stellenbosch University, Stellenbosch, South Africa
Dirk J. Malan, Department of Industrial Psychology, Faculty of Economic and Management Sciences, Stellenbosch University, Stellenbosch, South Africa

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Abstract

Orientation: The study attempted to establish the role played by different perceived corporate social responsibility (CSR) activities on the organisational commitment of employees.

Research purpose: To investigate the nomological network of variables playing a role in the relationship between Perceived CSR and Affective Commitment.

Motivation for the study: Understanding the contribution of perceived corporate social responsibility to the organisational commitment of employees could inform managerial attempts to facilitate positive employee attitudes.

Research approach/design and methods: The current study utilised structural equation modelling to evaluate the hypothesised multivariate causal relationships in the proposed model. A convenience sample of 172 employees of a consumer goods company completed several questionnaires, including measures of Affective Commitment, Perceived CSR, Organisational Social Identity, Perceived Organisational Justice, Psychological Contract, as well as three cultural value orientations.

Main Findings: The most significant finding of the study was the positive relationship between Perceived CSR and Affective Commitment. The results revealed that Perceived CSR has a positive impact on Perceived Organisational Justice and fulfilment of the Relational Psychological Contract. Both variables impacted on Organisational Social Identity, which was positively related to Affective Commitment.

Practical/managerial implications: Organisations should ensure that employees are made aware of their CSR policies and activities through corporate communication. Organisations should also invest their resources in dealing with social problems that are regarded as important by employees and engage in fair human resource practices.

Contribution/Value-add: Engagement in CSR activities could help retain and attract talented candidates and increase commitment and identification with the organisation.

Keywords

affective commitment; employees; nomological network; perceived social responsibility; South Africa

JEL Codes

D64: Altruism • Philanthropy • Intergenerational Transfers; D91: Role and Effects of Psychological, Emotional, Social, and Cognitive Factors on Decision Making; O15: Human Resources • Human Development • Income Distribution • Migration

Sustainable Development Goal

Goal 9: Industry, innovation and infrastructure

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