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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 NewmanAlexander Newman, Ingrid NielsenIngrid Nielsen, Q Miao
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.

History

Journal

International journal of human resource management

Volume

26

Issue

9

Pagination

1226 - 1242

Publisher

Routledge

Location

Oxford, Eng.

ISSN

0958-5192

eISSN

1466-4399

Language

eng

Publication classification

C1.1 Refereed article in a scholarly journal; C Journal article

Copyright notice

2015, Taylor & Francis