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The impact of employee perceptions of organizational corporate social responsibility practices on job performance and organizational citizenship behavior: evidence from the Chinese private sector
journal contribution
posted on 2015-05-15, 00:00 authored by Alexander Newman, Ingrid Nielsen, Q MiaoThis 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.
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Journal
International journal of human resource managementVolume
26Issue
9Pagination
1226 - 1242Publisher
RoutledgeLocation
Oxford, Eng.Publisher DOI
ISSN
0958-5192eISSN
1466-4399Language
engPublication classification
C1.1 Refereed article in a scholarly journal; C Journal articleCopyright notice
2015, Taylor & FrancisUsage metrics
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