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      Improve employee-organization relationships and workplace performance through CSR: Evidence from China


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          Although CSR research in China has received increasing scholarly attention, employee-centered CSR is still an understudied topic. To fill the void, the purpose of this study is to demonstrate the effects of employees’ CSR perceptions on the quality of employee-organization relationships and workplace performance, as well as the underlying mechanisms explaining such effects, in the Chinese context. Guided by both managerial and relational approaches of corporate social responsibility (CSR) research, we conducted a survey (N = 248) with employees from a large private company in the electric and energy industry in China. Data were analyzed via path analysis using R packages (e.g., lavaan) and results revealed that CSR perceptions can lead to positive employee-organization relationship quality and increase employees’ extra-role performance. We also found that these effects can be further explained by increased employee-organization identification or perceived corporate ability. In addition, a qualitative analysis of employees’ responses showed that the influence of government and Confucianism was reflected in employees’ expectations for their employer’s CSR initiatives. This study contributes to the scant research on employee outcomes and the underlying mechanisms of employee-centered CSR in China. Practically, we add empirical evidence addressing the value of internal CSR for professionals and educators.

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                Author and article information

                Front Psychol
                Front Psychol
                Front. Psychol.
                Frontiers in Psychology
                Frontiers Media S.A.
                03 November 2022
                : 13
                [1] 1Research Center of Journalism and Social Development, School of Journalism and Communication, Renmin University of China , Beijing, China
                [2] 2Advertising and Public Relations Department, Michigan State University , East Lansing, MI, United States
                Author notes

                Edited by: Senmao Xia, Coventry University, United Kingdom

                Reviewed by: Shahid Ali, Nanjing University of Information Science and Technology, China; Luciana Barbieri Da Rosa, Pontifical Catholic University of Rio de Janeiro, Brazil

                *Correspondence: Yafei Zhang, yzhangry@ 123456gmail.com

                This article was submitted to Organizational Psychology, a section of the journal Frontiers in Psychology

                Copyright © 2022 Zhang and Dong.

                This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) and the copyright owner(s) are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms.

                Page count
                Figures: 1, Tables: 5, Equations: 0, References: 88, Pages: 14, Words: 10594
                Original Research

                Clinical Psychology & Psychiatry
                csr,employee-organization identification,organizational citizenship behavior,china,survey


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