The impact of CSR best practices on job performance: the mediating roles of affective commitment and work engagement

Performance management systems, innovative work behavior and the role of transformational leadership: an experimental approach

Purpose

Despite increasing attention to employee development, past research has mostly studied performance management systems (PMSs) in relation to task-related behaviors compared to proactive behaviors. Accordingly, this study addresses the relation between PMSs and innovative work behavior (IWB).

Design/methodology/approach

Building on signaling theory and human resource management (HRM) system strength research, the authors designed a factorial survey experiment (n = 444) to examine whether PMSs stimulate IWB under different configurations of distinctiveness, consistency and consensus, as well as in the presence of transformational leadership.

Findings

Results show that only strong PMSs foster IWB (high distinctiveness, high consistency and high consensus [HHH]). Additional analyses reveal that the individual meta-features of PMS consistency and consensus can also stimulate innovation. Transformational leadership reinforced the relationship between PMS consensus and IWB relationship, but not the relationships of the other meta-features.

Practical implications

The study’s findings suggest that organizations wishing to unlock employees' innovative potential should design PMSs that are visible, comprehensible and relevant. To further reap the innovative gains of employees, organizations could also invest in the coherent and fair application of planning, feedback and evaluation throughout the organization and ensure organizational stakeholders agree on the approach to PMSs.

Originality/value

The study’s findings show that PMS can also inspire proactivity in employees, in the form of IWB and suggest that particular leadership behaviors can complement certain PMS meta-features, and simultaneously also compete with PMS strength, suggesting the whole (i.e. PMS strength) is more than the sum of the parts (i.e. PMS meta-features).

Internal Corporate Social Responsibility as a Microfoundation of Employee Well-Being and Job Performance

Very drastic environmental changes require the development of an adaptive performance management framework that supports the strengths of the company’s structure. The position of internal CSR as a resource that can solve performance problems needs to be proved. The purpose of the study was to analyze the effect of internal corporate social responsibility on job performance through employee well-being. To this end, this causal study surveyed 282 non-managerial employees at four strategic industrial state-owned enterprises in Indonesia. The respondents were recruited using the proportional random sampling technique. The collected data were analyzed using SEM with SPSS 26. The results showed that changes in job performance can be predicted by the adequacy of work resources and personal resources. Both resources can be realized by the existence of corporate social responsibility intended for employees. Internal corporate social responsibility was found to encourage increased work engagement and decrease burnout, which ultimately improves job performance. Internal CSR is an important personal and work resource for employees. Internal CSR is the company’s main orientation in an effort to strengthen the company’s performance structure while ensuring the implementation of the company’s ethical responsibility in its environment. From the theoretical perspective, this study implied the need for exploring the concept of internal corporate social responsibility to expand our understanding of the relationship between corporate social responsibility and personal and work resources and employee performance. Meanwhile, the practical implications of this study highlight the importance of microlevel corporate social responsibility programs to meet personal and work resource needs so that companies benefit from high employee engagement and low burnout in order to improve adaptive performance and the structure of the company’s performance.

Corporate social responsibility or corporate social innovation? Two approaches towards the labour integration of disabled employees in Colombia

Purpose

This paper aims to analyse how corporate social responsibility (CSR) and corporate social innovation (CSI) are implemented in the integration of employees with disabilities (EWD) and how they differ in practice.

Design/methodology/approach

This study implemented a qualitative approach through a comparative study of two representative cases in Colombia, using a cross-case analysis technique.

Findings

Four characteristics differentiate CSR and CSI in the labour integration of EWDs: altruistic vs goal-oriented, inclusive vs egalitarian, humanistic vs transformative and sympathetic vs synergetic, relating motivations, practices, impact and collaborations correspondingly.

Originality/value

To the best of the authors’ knowledge, this is one of the first studies to explore the conceptual (theoretical) and instrumental (practical) base of CSR and CSI, undertaking business strategies to integrate EWDs in the labour market in the context of a developing country, Colombia. Examining EWDs’ labour integration represents an original approach to understanding how CSI can be considered an evolution of CSR.

The Effects of Leaders' Prosocial Orientation on Employees' Organizational Citizenship Behavior - The Roles of Affective Commitment and Workplace Ostracism

PURPOSE

According to leadership trait theory, leaders' personality traits are stable factors in organizational situations and exert significant effects on employees' organizational behaviors. However, studies related to this topic are very limited. In this study, from the leadership trait perspective and based on social identity theory and social exchange theory, the influencing mechanisms of leaders' prosocial tendencies on affiliation-oriented and challenge-oriented organizational citizenship behaviors are investigated. Specifically, leadership prosocial tendency, affective commitment and workplace ostracism are selected as the independent variable, mediating variable and moderating variable, respectively.

METHODS

The data collection is conducted in two stages in which the leader-employee pairing method is adopted. Ultimately, 347 valid questionnaires are collected from 73 teams. Later, the hierarchical regression analysis and bootstrap methods are used to test the study's hypotheses.

RESULTS

Leadership prosocial tendencies have significant positive effects on affective commitment (β = 0.282, p < 0.001), affiliation-oriented (β = 0.648, p < 0.001) and challenge-oriented organizational citizenship behaviors (β = 0.521, p < 0.001). There is a significant positive effect of affective commitment on affiliation-oriented (β = 0.103, p < 0.05) and challenge-oriented organizational citizenship behaviors (β = 0.122, p < 0.05). At the same time, the influence of leadership prosocial tendencies on affiliation-oriented (β = 0.619, p < 0.001) and challenge-oriented organizational citizenship behaviors (β = 0.487, p < 0.001) remains significant. In other words, affective commitment partially mediates the relationships between leaders' prosocial tendencies and affiliation-oriented, challenge-oriented organizational citizenship behaviors. Workplace ostracism plays a negative moderating role between leaders' prosocial tendencies and affective commitment (β = -0.098, p < 0.05). Furthermore, workplace ostracism can also mediate the mediating role of affective commitment with 95% bias-corrected confidence intervals [-0.146, -0.017] and [-0.114, -0.003].

CONCLUSION

The results show that leaders' prosocial tendencies have significant positive effects on both affiliation-oriented and challenge-oriented organizational citizenship behaviors. Affective commitment partially mediates the relationships between leaders' prosocial tendencies and affiliation-oriented and challenge-oriented organizational citizenship behaviors. Workplace ostracism significantly negatively moderates the relationship between leaders' prosocial tendencies and affective commitment. Moreover, the study verifies that the mediating effect of workplace ostracism on affective commitment has a significant moderating effect.