تأثیر قضاوت‎های کارکنان دربارۀ برنامه های مرتبط با مسئولیت‎پذیری اجتماعی سازمان، بر نگرش و رفتارهای آنها

نوع مقاله : مقاله علمی پژوهشی

نویسندگان

1 دانشیار گروه مدیریت دولتی، دانشکدۀ مدیریت، دانشگاه تهران، ایران

2 دانشجوی دکتری مدیریت، پردیس فارابی، دانشکدۀ مدیریت، دانشگاه تهران، تهران، ایران

3 کارشناس‎ارشد MBA، دانشکدۀ مدیریت، دانشگاه پیام نور، تهران، ایران

4 کارشناس‎ارشد EMBA، دانشکدۀ مدیریت، دانشگاه پیام نور، تهران، ایران

چکیده

اهمیت روزافزون برنامه­ها و اقدامات مختص به مسئولیت‎پذیری اجتماعی سازمان، موجب شده است که علاوه‎بر توجه به نتایج کلان سازمانی آنها، به تأثیر این برنامه­ها و اقدامات در سطح خُرد سازمانی نیز توجه شود. در این پژوهش تلاش می‎شود به این پرسش پاسخ داده شود: آیا قضاوت­های کارکنان دربارة برنامه­های مسئولیت‎پذیری اجتماعی سازمانی که در آن مشغول به‎کارند با عملکرد مختص به مسئولیت‎پذیری اجتماعی و عملکرد درون‎نقشی آنها ارتباط دارد؟ به این منظور نمونه­ای شامل 237 نفر از کارکنان واحدهای تولیدی ـ صنعتی استان یزد به روش تصادفی ساده انتخاب شد. تحلیل نتایج به‎دست‎آمده از داده­های گردآوری‎شده به روش مدل­یابی معادلات ساختاری به‎کمک نرم‎افزار AMOS، نشان داد قضاوت کارکنان دربارة مسئولیت‎پذیری اجتماعی سازمانشان، بر تعهد عاطفی و عملکرد رفتارهای فرانقشی مختص به مسئولیت‎پذیری اجتماعی آنها تأثیر دارد؛ هرچند نتایج تحلیل، ارتباط معناداری را میان عملکرد فرانقشی مختص به مسئولیت‎پذیری اجتماعی کارکنان با عملکرد درون‎نقشی آنها نشان نداد.

کلیدواژه‌ها

عنوان مقاله [English]

The impact of employees' judgments of corporate social responsibilities programs on extra-role behaviors and in-role job performance: with an emphasis on the mediating role of affective commitment

نویسندگان [English]

  • Davood Salmani 1
  • Saeed Modaresi 2
  • Kimia Nourian 3
  • Arezoo Salmani 4
1 Associate Prof., Faculty of Management, University of Tehran, Tehran, Iran
2 PhD Candidate, Management, Farabi Campus, Faculty of Management, University of Tehran, Tehran, Iran
3 MSc., MBA, Faculty of Management, Payam Noor University, Tehran, Iran
4 MSc., EMBA, Faculty of Management, Payam Noor University, Tehran, Iran
چکیده [English]

The increasing importance of corporate social responsibility programs and initiatives has led to both a micro- and macro-level consideration of the impacts of these programs and initiatives on organizations. Does employees judgment of corporate social responsibility programs have any relationship with corporate social responsibility specific performance and their in/role job performance? Our attempt in this study is to answer this question. For that purpose, a sample including 237 employees of Yazd’s manufacturing-industrial units was chosen. The results of the data analysis using structural equation modeling and AMOS software indicated that employees’ judgment of corporate social responsibility has a relationship with affective commitment and extra/role performance. Results didn’t show any significant relation between extra-role performance and in-role job performance.

کلیدواژه‌ها [English]

  • Affective commitment
  • Corporate social responsibility
  • CSR-specific performance
  • extra-role behavior
  • in-role performance

مراجع

Aguilera, R. V., Rupp, D. E., Williams, C. A. & Ganapathi, J. (2007). Putting the S back in corporate social responsibility: A multilevel theory of social change in organizations. Academy of management review, 32(3): 836-863.
Aguinis, H. & Glavas, A. (2012). What we know and don’t know about corporate social responsibility a review and research agenda. Journal of management, 38(4): 932-968.
Allen, N. J. & Meyer, J. P. (1990). The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of occupational psychology, 63(1): 1-18.
Basu, K. & Palazzo, G. (2008). Corporate social responsibility: A process model of sensemaking. Academy of management review, 33(1): 122-136.
Bauman, C. W. & Skitka, L.J. (2012). Corporate social responsibility as a source of employee satisfaction. Research in Organizational Behavior, 32: 63-86.
Berens, G., Riel, C.B.V. & Bruggen, G.H.V. (2005). Corporate associations and consumer product responses: the moderating role of corporate brand dominance. Journal of Marketing, 69(3): 35-48.
Blader, S. L. & Tyler, T. R. (2009). Testing and extending the group engagement model: linkages between social identity, procedural justice, economic outcomes, and extrarole behavior. Journal of Applied Psychology, 94(2): 445-464.
Byrne, B. M. (1994). Structural equation modeling with EQS and EQS/Windows. Thousand Oaks, CA: Sage Publications.
Caligiuri, P., Mencin, A. & Jiang, K. (2013). Win–Win–Win: The Influence of Company‐Sponsored Volunteerism Programs on Employees, NGOs, and Business Units. Personnel Psychology, 66(4): 825-860.
Cohen-Charash, Y. & Spector, P. E. (2001). The role of justice in organizations: A meta-analysis. Organizational Behavior and Human Decision Processes, 86(2): 278-321.
Cremer, D.D. & Hiel, A.V. (2006). Effects of another person’s fair treatment on one’s own emotionsand behaviors: The moderating role of how much the other cares for you. Organizational Behavior and Human Decision Processes, 100(2): 231-249.
Cropanzano, R., Byrne, Z. S., Bobocel, D. R. & Rupp, D. E. (2001). Moral virtues, fairness heuristics, socialentities, and other denizens of organizational justice. Journal of Vocational Behavior, 58(2): 164-209.
Du, S., Bhattacharya, C. & Sen, S. (2013). Corporate social responsibility, multi-faceted job-products, and employee outcomes: ESMT Working Paper. Available at SSRN: http://ssrn.com/abstract=2320464.
Eisenberger, R., Karagonlar, G., Stinglhamber, F., Neves, P., Becker, T. E., Gonzalez-Morales, M. G. & Steiger-Mueller, M. (2010). Leader–member exchange and affective organizational commitment: The contribution of supervisor’s organizationalembodiment. Journal of Applied Psychology, 95 (6): 1085–1103.
Fleming, M. (2002). What is safetyculture? Rail way safety ever greenHouse, Available at: www.google.comrwf.
Hair Jr. J. F., Black, W. C., Babin, B. J. Anderson, R. E. and Tatham, R. L. (2006). Multivariate data analysis. 6th ed. New Jersey: Prentice Hall.
Hair Jr., J. F., Anderson, R. E., Tatham, R. L. and Black W. C. 1998. Multivariate data analysis. 5th ed. New Jersey: Prentice Hall.
Jaramillo, F., Mulki, J.P. & Marshall, G.W. (2005). A meta-analysis of the relationship between organizational commitment and salesperson job performance: 25 years of research. Journal of Business Research, 58(6): 705-714.
Piercy, N.F., Cravens, D.W.,  Lane, N. & Vorhies, D.W. (2006). Drivingorganizational citizenship behaviors and salesperson in-role behavior performance: The role of management control and perceived organizational support. Journal of the Academy of Marketing Science, 34(2), 244- 262.
Podsakoff, N.P., Whiting, S.W., Podsakoff, P.M. & Blume, B.D. (2009). Individual-and organizational-level consequences of organizational citizenship behaviors: A meta-analysis. Journal of Applied Psychology, 94(1): 122-141.
Podsakoff, P.M., Bommer, W.H., Podsakoff, N.P. & MacKenzie, S.B. (2006). Relationships between leader reward and punishment behavior and subordinate attitudes, perceptions, and behaviors: A meta-analytic review of existing and new research. Organizational Behavior and HumanDecision Processes, 99(2): 113-142.
Podsakoff, P.M. MacKenzie, S.B., Lee, J.Y. & Podsakoff, N.P. (2003). Commonmethod biases in behavioural research: A critical review of the literature andrecommended remedies. Journal of Applied Psychology, 88(5): 879-903.
Rhoades, L., Eisenberger, R. & Armeli, S. (2001). Affective commitment to the organization: the contribution of perceived organizational support. Journal of Applied Psychology, 86(5): 825-836.
Riketta, M. (2002). Attitudinal organizational commitment and job performance: a meta‐analysis. Journal of organizational behavior, 23(3): 257-266.
Robertson, J. L. & Barling, J. (2013). Greening organizations through leaders' influence on employees' pro‐environmental behaviors. Journal of organizational behavior, 34(2): 176-194.
Rupp, D. E. (2011). An employee-centered model of organizational justice and social responsibility. Organizational Psychology Review, 1(1): 72-94.
Rupp, D. E., Ganapathi, J., Aguilera, R. V. & Williams, C. A. (2006). Employee reactions to corporate social responsibility: An organizational justice framework. Journal of organizational behavior, 27(4): 537-543.
Rupp, D. E., Shao, R., Thornton, M. A. & Skarlicki, D. P. (2013). Applicants' and Employees' Reactions to Corporate Social Responsibility: The Moderating Effects of First‐Party Justice Perceptions and Moral Identity. Personnel Psychology, 66(4): 895-933.
Tyler, T. R. & Blader, S. L. (2003). The group engagement model: Procedural justice, social identity, andcooperative behavior. Personality and Social Psychology Review, 7(4): 349-361.
Vlachos, P. A., Panagopoulos, N. & Rapp, A. (2014). Employee Judgments of and Behaviors towards Corporate Social Responsibility: A Multi-study Investigation of Direct, Cascading, and Moderating Effects. Journal of organizational behavior, 35 (7): 1-49.
Wagner, T., Lutz, R. J. & Weitz, B. A. (2009). Corporate hypocrisy: Overcoming the threat of inconsistent corporate social responsibility perceptions. Journal of Marketing, 73(6): 77-91.
Williams, L. J. & Anderson, S. E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of management, 17(3): 601-617.

فایل ها

هم رسانی

ارجاع به این مقاله

آمار