Quality citizenship, employee involvement, and operational performance: an empirical investigation

Abstract

The purpose of this paper is to examine the effect of top-management support and corporate social responsibility (quality citizenship) practices on employee involvement and operational performance (internal quality results). Structural equation modelling has been used to examine the relationship between corporate social responsibility, employee involvement, and operational performance in the petroleum industry. The findings suggest that corporate social responsibility has a significant impact on employee involvement. The empirical analysis provides support for some of the arguments regarding the failure of quality management programmes in promoting employee participation and involvement. The result suggests that implementation of corporate social responsibility would have a positive effect on the formation of ‘moral capital’ of the firm through enhancing employee involvement. The paper provides a new perspective on successful implementation of quality systems and how organisations can design, develop, and maintain sustainable quality programmes. Implications of the research to practice and future research have been outlined.

Keywords:

• corporate social responsibility
• quality citizenship
• quality management
• employee involvement
• operational performance