Corporate Social Responsibility and Employee Engagement: Enabling Employees to Employ More of Their Whole Selves at Work.
Corporate Social Responsibility and Employee Engagement: Enabling Employees to Employ More of Their Whole Selves at Work.
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DOI：
10.3389/fpsyg.2016.00796
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发表时间：
2016
影响因子：
3.8
通讯作者：
Glavas A
中科院分区：
文献类型：
--
作者：
Glavas A
在个人层面上对企业社会责任的研究一直在迅速增长。然而，我们仍然缺乏一个更完整的理解，为什么和如何个人（即，员工）受到CSR的影响。本研究通过探索企业社会责任与员工敬业度之间的关系，为这一差距做出了贡献。此外，为了解决工作场所员工参与度低的问题，提出并测试了企业社会责任，作为参与劳动力的重要组成部分的途径。在敬业度理论的基础上，对一个模型进行了测试，在这个模型中，企业社会责任使员工能够把更多的自我带到工作中，从而使员工更加敬业。使用结构方程模型分析了美国一家大型专业服务公司15，184名员工的数据。结果表明，真实性（即，能够在工作中展示自己的全部）积极且显著地中介了企业社会责任和员工敬业度之间的关系。然而，在本研究中测试的另一个中介，感知组织支持（POS;即，直接利益的员工），并没有显着调解的关系。此外，适度中介的结果表明，当企业社会责任是额外的角色（即，没有嵌入到一个人的工作设计，如志愿服务），它削弱了企业社会责任和员工参与之间的关系。此外，事后分析表明，即使POS受到控制，真实性对员工敬业度的影响也超出POS。这些结果扩展了以前的企业社会责任文献，这些文献通常是自上而下的，并且专注于员工如何受到组织可以给予他们的积极影响（例如，POS）。相反，一种自下而上的方法可能会揭示，员工越能全身心投入工作，他们在工作中的参与度就越高。
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.