Prior research has suggested that corporate social responsibility (CSR) contributes to organisations' competitive advantage by influencing stakeholders' attitudes. While existing research indicates that CSR relates to some employee outcomes, the mechanisms that drive employees' responses to CSR initiatives remain largely unexplored. This study relies on social identity theory to propose and test a model with 181 hospital employees that attempts to explain why and how CSR can positively influences employees' attitudes. Specifically, this study examines the impact of two aspects of an organisation's socially responsible behaviours, i.e. employees' perceptions of CSR initiatives directed at internal and external stakeholders, on employees' job satisfaction. The findings indicate that perceived CSR relates positively to job satisfaction through its effects on overall justice perceptions and organisational identification. These results suggest that employees appear to use CSR initiatives to assess their organisation's character and identify with it. Accordingly, CSR initiatives have particular importance as a mean to support organisational efforts to create strong relationships with their employees and thereby improve their attitudes at work.

Understanding employees' responses to corporate social responsibility: mediating roles of overall justice and organizational identification

Building on theories of social exchange, enactment and trust, we provide a theorization of innovative work behaviour at the individual (IB) and team (IBT) levels and explain how desirable performance returns occur for individuals and teams. We further propose that horizontal (between team members) and vertical (between teams and their supervisor) team trust moderate the relationship between IBT and team performance. The results, based on surveys conducted at two points in time in a large insurance company in the Netherlands, show that employees’ IB is positively associated with perceived workplace performance at the individual and team levels and that the effects vary based on the forms of trust at play. Our findings offer important new knowledge about the consequences of entrepreneurship and innovation in the workplace and the significant role that trust plays in enabling such behaviour to promote perceived workplace performance, particularly in the vital financial services sector.

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Innovative Behaviour, Trust and Perceived Workplace Performance

This research unpacks the relationship between employees' perceptions of organizational injustice and their counterproductive work behaviour, by detailing a mediating role of organizational identification and a moderating role of discretionary human resource (HR) practices.,The hypotheses were tested with a sample of employees in Pakistan, collected over three, time-lagged waves.,An important reason that beliefs about unfair organizational treatment lead to enhanced counterproductive work behaviour is that employees identify less strongly with their employing organization. This mediating role of organizational identification is less salient, however, to the extent that employees can draw from high-quality, discretionary HR practices that promote their professional development and growth.,For management practitioners, this study pinpoints a key mechanism – the extent to which employees personally identify with their employer – by which beliefs about organizational favouritism can escalate into purposeful efforts to inflict harm on the organization and its members. It also reveals how this risk can be subdued by discretionary practices that actively support employees' careers.,This study adds to previous research by detailing why and when employees' frustrations about favouritism-based organizational decision making may backfire and elicit deviant responses that likely compromise their own organizational standing.

Perceived organizational injustice and counterproductive work behaviours: mediated by organizational identification, moderated by discretionary human resource practices

Applying the job-demand resources model and the psychological contract theory, this paper aims to examine the mediating influence of employee turnover intentions (ETI) on the relationship between strategic human resource management (SHRM) and perceived organisational performance (POP).,With a two-phase data-collection method, 200 complete responses were collected through an online questionnaire survey. This study applied a structural equation modelling to examine the multivariate associations and provided comprehensive outcomes for the proposed hypothesised model.,This study suggests that SHRM has direct significant effects on both ETI and POP; partial mediational effect on POP via ETI; and ETI has negative effect on POP.,This paper suggests that organisations aiming higher POP should encourage SHRM and improve their strategic approaches of HRM. The implications of the study results can help organisations to recognise the adverse effects of ETI and effective SHRM outcomes.,Despite the significant relationship between HRM and organisational performance, limited empirical research has been conducted on the mediational influence of ETI. This paper examines the unique meditational role of ETI on the relationship between SHRM and POP, which has not been utterly observed from employee perspective.

Strategic HRM and organisational performance: does turnover intention matter?

This study seeks to identify associations amongst organizational justice, supervisory justice, authoritarian organizational culture, organization-employee relationship
quality and employee turnover intention. An online survey (n=300) was conducted in South Korea. Organizational justice and supervisory justice are positively associated with organization-employee relationship quality while authoritarian organizational culture is negatively associated with it. In addition, there is positive association between authoritarian organizational culture and turnover intention. This study contributes to the lack of research on organization-employee relationship quality as a predictor of employee turnover intention and a mediator between authoritarian organizational culture and turnover intention.

Determinants of employee turnover intention: Understanding the roles of organizational justice, supervisory justice, authoritarian organizational culture and organization-employee relationship quality

The purpose of this study is to examine the mediating role of organizational identification (OI) on the relationship between organizational justice (OJ) and turnover intention (TI), as well as the moderating role of psychological contract fulfillment (PCF) in those relationships.,Data were collected from 339 employees of a financial institution in Turkey. Regression analyses were conducted to investigate a moderated mediation model.,This study found that OI was partially mediated the relationship between OJ and TI. The results also indicated that the indirect effect of OJ on TI through OI was moderated by PCF.,The generalizability of the findings is limited. As this study is cross-sectional, causal inferences cannot be inferred regarding the hypothesized relationships.,To reduce TI, organizations should ensure the fair allocation of resources and rewards among employees. Moreover, organizations should pay attention to the expectations of employees and the promises made to them in an attempt to fulfill psychological contract obligations.,This study explores the mediating role of OI in the relationship between OJ and TI. In addition, this research sheds light on the moderating role of PCF in this mediation model.

Enver Aydogan

Papers

A moderated mediation model of the relationship between organizational justice and turnover intention