Internal corporate social responsibility a strategic tool for employee engagement in public organizations: Role of empathy and organizational pride

IF 1.5 Q3 MANAGEMENT

Human systems management Pub Date : 2023-11-18 DOI:10.3233/hsm-230118

Farraz Ali, Zubair Nawaz, Nilesh Kumar

{"title":"Internal corporate social responsibility a strategic tool for employee engagement in public organizations: Role of empathy and organizational pride","authors":"Farraz Ali, Zubair Nawaz, Nilesh Kumar","doi":"10.3233/hsm-230118","DOIUrl":null,"url":null,"abstract":"BACKGROUND: The macro-level corporate social responsibility (CSR) has been researched widely in recent years, however, micro-level CSR has recently gained attention. Employees are more influenced by employee related internal CSR initiatives than the external CSR activities. Internal CSR ensures favorable behavior of employees towards their employer which leads towards better organizational performance. OBJECTIVE: This study investigates the impact of internal corporate social responsibility (CSR) on public sector employees’ engagement through Organizational Pride (OP). Further, the study considers moderating role of empathy between internal CSR and employee engagement (EE) METHODS: Quantitative research design was developed and theoretical framework was investigated through a survey of 430 employees of public sector in Pakistan. SmartPLS was used and partial least square structural equation modeling (PLS-SEM) was used for hypothesis testing RESULTS: The results showed that the internal CSR directly influences EE. Secondly, the mediation of OP between internal CSR and EE is also supported. However, the results do not significantly support moderation of empathy between internal CSR and EE. CONCLUSIONS: Public sector organizations should actively contribute in employees well- being through internal CSR activities especially on skills development, work-life balance and employment stability. Public sector organizations lack in emotional and cognitive attachment with employees, and should pay attention to pride over organization through employee focused CSR activities","PeriodicalId":13113,"journal":{"name":"Human systems management","volume":"7 1","pages":""},"PeriodicalIF":1.5000,"publicationDate":"2023-11-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Human systems management","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.3233/hsm-230118","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q3","JCRName":"MANAGEMENT","Score":null,"Total":0}

引用次数: 0

Abstract

BACKGROUND: The macro-level corporate social responsibility (CSR) has been researched widely in recent years, however, micro-level CSR has recently gained attention. Employees are more influenced by employee related internal CSR initiatives than the external CSR activities. Internal CSR ensures favorable behavior of employees towards their employer which leads towards better organizational performance. OBJECTIVE: This study investigates the impact of internal corporate social responsibility (CSR) on public sector employees’ engagement through Organizational Pride (OP). Further, the study considers moderating role of empathy between internal CSR and employee engagement (EE) METHODS: Quantitative research design was developed and theoretical framework was investigated through a survey of 430 employees of public sector in Pakistan. SmartPLS was used and partial least square structural equation modeling (PLS-SEM) was used for hypothesis testing RESULTS: The results showed that the internal CSR directly influences EE. Secondly, the mediation of OP between internal CSR and EE is also supported. However, the results do not significantly support moderation of empathy between internal CSR and EE. CONCLUSIONS: Public sector organizations should actively contribute in employees well- being through internal CSR activities especially on skills development, work-life balance and employment stability. Public sector organizations lack in emotional and cognitive attachment with employees, and should pay attention to pride over organization through employee focused CSR activities

查看原文本刊更多论文

内部企业社会责任是促进公共组织员工参与的战略工具：同理心和组织自豪感的作用

背景：近年来，宏观层面的企业社会责任（CSR）得到了广泛的研究，然而，微观层面的企业社会责任最近也得到了关注。与外部企业社会责任活动相比，与员工相关的内部企业社会责任活动对员工的影响更大。内部企业社会责任能确保员工对雇主的良好行为，从而提高组织绩效。目标：本研究通过组织荣誉（OP）调查内部企业社会责任（CSR）对公共部门员工参与度的影响。此外，本研究还考虑了同理心在内部企业社会责任和员工敬业度（EE）之间的调节作用。方法：本研究采用定量研究设计，并通过对巴基斯坦公共部门 430 名员工的调查研究了理论框架。使用 SmartPLS 和偏最小二乘法结构方程模型（PLS-SEM）进行假设检验结果：研究结果表明，内部企业社会责任直接影响员工敬业度。其次，OP 在内部企业社会责任和 EE 之间的中介作用也得到了支持。然而，结果并不明显支持移情在内部 CSR 和 EE 之间的调节作用。结论：公共部门组织应通过内部企业社会责任活动积极促进员工福祉，尤其是在技能发展、工作与生活平衡和就业稳定性方面。公共部门组织缺乏与员工的情感和认知依恋，应通过以员工为中心的企业社会责任活动关注员工对组织的自豪感。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

求助全文

约1分钟内获得全文求助全文

来源期刊

Human systems management MANAGEMENT-

CiteScore

3.50

自引率

30.40%

发文量

期刊介绍： Human Systems Management (HSM) is an interdisciplinary, international, refereed journal, offering applicable, scientific insight into reinventing business, civil-society and government organizations, through the sustainable development of high-technology processes and structures. Adhering to the highest civic, ethical and moral ideals, the journal promotes the emerging anthropocentric-sociocentric paradigm of societal human systems, rather than the pervasively mechanistic and organismic or medieval corporatism views of humankind’s recent past. Intentionality and scope Their management autonomy, capability, culture, mastery, processes, purposefulness, skills, structure and technology often determine which human organizations truly are societal systems, while others are not. HSM seeks to help transform human organizations into true societal systems, free of bureaucratic ills, along two essential, inseparable, yet complementary aspects of modern management: a) the management of societal human systems: the mastery, science and technology of management, including self management, striving for strategic, business and functional effectiveness, efficiency and productivity, through high quality and high technology, i.e., the capabilities and competences that only truly societal human systems create and use, and b) the societal human systems management: the enabling of human beings to form creative teams, communities and societies through autonomy, mastery and purposefulness, on both a personal and a collegial level, while catalyzing people’s creative, inventive and innovative potential, as people participate in corporate-, business- and functional-level decisions. Appreciably large is the gulf between the innovative ideas that world-class societal human systems create and use, and what some conventional business journals offer. The latter often pertain to already refuted practices, while outmoded business-school curricula reinforce this problematic situation.