Corporate social responsibility and employee performance: a study among indian business executives

Abstract

The present study examines the impact of employees’ perception of their employer’s corporate social responsibility (CSR) on their in-role and extra-role behaviors. In addition to examining the direct association between the study variables, the study goes a step ahead and explores the boundary conditions of CSR effects on employee performance. Specifically, the relationship between CSR perceptions and employee performance was proposed to be stronger for the employees who place high importance on CSR activities for an organization. Data were collected from 187 subordinate/supervisor dyads from select business organizations in India. Results of hierarchical regression analysis reveal significant influence of employees’ CSR perceptions on both their job performance and organizational citizenship behavior (OCB). However, the study rules out any significant effect of importance placed by employees on CSR efforts of an employer on the strength of the relationship between CSR and employee performance. The study addresses to the call for more micro-level CSR research and advances the literature by providing evidence on the proposed set of relationships from developing economy of India. Implications for research and practice are discussed.

Keywords:

• Corporate Social Responsibility
• Job Performance
• Organizational Citizenship Behavior
• CSR Importance
• Gender
• India