The impact of employee perceptions of organizational corporate social responsibility practices on job performance and organizational citizenship behavior: evidence from the Chinese private sector
Data(s) |
15/05/2015
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Resumo |
This paper examines the impact of employee perceptions of organizational corporate social responsibility (CSR) practices on their job performance and organizational citizenship behavior (OCB). Hierarchical regression analysis on two-wave data from 184 supervisor/subordinate dyads from three organizations located in Zhejiang Province, South-East China, revealed that employee perceptions of CSR toward social and non-social stakeholders strongly influenced their OCB. However, employee perceptions of CSR toward employees, customers and government influenced neither their job performance nor OCB. |
Identificador | |
Idioma(s) |
eng |
Publicador |
Routledge |
Relação |
http://dro.deakin.edu.au/eserv/DU:30076696/nielsen-theimpact-2015.pdf http://www.dx.doi.org/10.1080/09585192.2014.934892 |
Direitos |
2015, Taylor & Francis |
Palavras-Chave | #China #corporate social responsibility #job performance #organizational citizenship behavior #social-identity theory #Social Sciences #Management #Business & Economics #FINANCIAL PERFORMANCE #BUSINESS ETHICS #IDENTITY THEORY #IDENTIFICATION #COMMITMENT #SATISFACTION #ANTECEDENTS #PERSPECTIVE #BENEFITS #CONTEXT |
Tipo |
Journal Article |