The quest for equitable, inclusive and sustainable growth is a visible need. Corporate Social Responsibility (CSR) is a strategic issue which permeates departmental boundaries and influences the way organization does its business and relates with its stakeholders. An important stakeholder group forms the “employees,” upon whom the interest now rests. This study focuses on employees’ participation in CSR initiatives leading to the job- related outcomes such as organizational attractiveness (OA), job satisfaction (JS), affective commitment (AC), turnover intentions (TI) and job performance (JP). In this study “prosocial values” is explored to understand the influence on employees’ participating in CSR initiatives. This study draws its research and inputs from Schwartz value theory (1992, 1994, 1996, 2006, 2009, and 2012) and Social Identity Theory (Tajfel and Turner 1986). Standardized questionnaires of two hundred ninety-three (293) response sheets have been utilized. The results revealed were insightful between the constructs of prosocial values, employees’ participation in CSR initiatives and job outcomes. It was an exploratory study quantitative in nature. With the help of a structured questionnaire the primary data was collected and statistical analyses undertaken. This research employed several survey scales to test the hypothesized conceptual model. In this study, all the constructs’ Cronbach Alpha is more than .8. The Measurement Model produced acceptable fit. The summary of results, Goodness of Fit Index (GFI) obtained is 0.805. The Normed t Fit Index (NFI), Comparative Fit Index (CFI), and Tucker- Lewis Index (TLI) are 0.85, 0.913, and 0.901 respectively. RMSEA is 0.63. AMOS 17 was used to fit the data in our measurement model. The reliability and validity were in the acceptable range. (Smart PLS) was used for path analysis to test the hypothesis. Benevolence and Universalism (prosocial values) does not predict CSR participation which is indicated by the path coefficients, associated p values, and R2. CSR participation impacts key job outcomes such as AC and JS. Whereas its impact on other employee related outcomes is insignificant. It would be prudent to minimize the gap between the individual and organization. Customization of CSR initiative; ensuring channel of communication for all while focusing employee friendly policies, to take care of contextual factors would reap bountifully of benefit not just for the employee and organization but the society as well.
|Keywords:||Corporate Social Responsibility, Participation, CSR Activities, CSR Initiatives, Job Outcomes, Affective Commitment, Job Performance, Organizational Performance, Job Satisfaction, Turnover Intention|
Fellow, HRM Department, Xavier Labour Relation Institute (XLRI), Jamshedpur, Jharkhand, India